Responsible Leadership in a Stakeholder Society – A Relational Perspective

Maak, Thomas; Pless, Nicola M.

doi:10.1007/s10551-006-9047-z

Cited by 690 publications

(914 citation statements)

References 41 publications

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“…Leadership is an influence relationship between leaders and organizational stakeholders (Maak and Pless, 2006). Thus, it is key to the recognition and reconciliation of stakeholder needs and interests.…”

Section: Leadershipmentioning

confidence: 99%

Business Ethics: The Promise of Neuroscience

2016

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Recent advances in cognitive neuroscience research portend well for furthering understanding of many of the fundamental questions in the field of business ethics, both normative and empirical. This article provides an overview of neuroscience methodology and brain structures, and explores the areas in which neuroscience research has contributed findings of value to business ethics, as well as suggesting areas for future research. Neuroscience research is especially capable of providing insight into individual reactions to ethical issues, while also raising challenging normative questions about the nature of moral responsibility, autonomy, intent, and free will. This article also provides a brief summary of the papers included in this special issue, attesting to the richness of scholarly inquiry linking neuroscience and business ethics. We conclude that neuroscience offers considerable promise to the field of business ethics, but we caution against overpromise.

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Section: Leadershipmentioning

confidence: 99%

Business Ethics: The Promise of Neuroscience

2016

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“…According to Carroll and Shabana (2010), these new responsibilities are part of discretionary and ethical domains and represent the broader social contract between society and business. Although business leaders usually have certain degrees of discretion in their actions (Carroll, 1979;Crilly et al, 2008;Maak and Pless, 2006;Treviño et al, 2008;Waldman and Galvin, 2008), their specific responsibilities are not always clearly defined and constantly prompt questions with regard to their legitimacy.…”

Section: Introductionmentioning

confidence: 99%

Reconciling Different Views on Responsible Leadership: A Rationality-Based Approach

Miska¹,

Hilbe

Mayer³

2013

J Bus Ethics

106

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“…Since changing opinions and attitudes is a slow process, it is expedient in the case of present decisions to take into account the circumstances with the support of appropriate management techniques in order to enhance effectiveness. Responsible managers should think of social efficiency as an evaluation criterion of their own management processes (Maak-Pless, 2006). How much social welfare is created?…”

Section: Literature Reviewmentioning

confidence: 99%

CSR EMAT Is an Opportunity for Responsible Decision-Making

Berkes

2017

Naše Gospodarstvo/Our Economy

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Corporate social responsibility is an expected behaviour in Western countries, but the approach still does not have a clear interpretation in Hungary. As a result of the increasing prestige of the CSR approach, socially responsible thinking and action also are expected from the companies operating in Hungary. Company executives carry out CSR activities in many cases -but not consciously. The objective of this research therefore was the development of a guidance and evaluation criteria that can support managers in responsible decision-making and applying the CSR approach to a strategic level. On the other hand, this management tool allows the measurement of CSR excellence in companies; therefore, they become comparable in their CSR performance, which offers opportunities for further research. The study presents the development of CSR EMAT and the results achieved through the measurements.

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Responsible Leadership in a Stakeholder Society – A Relational Perspective

Cited by 690 publications

References 41 publications

Business Ethics: The Promise of Neuroscience

Business Ethics: The Promise of Neuroscience

Reconciling Different Views on Responsible Leadership: A Rationality-Based Approach

CSR EMAT Is an Opportunity for Responsible Decision-Making

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