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Meeting the ethical challenges of leadership : casting light or shadow

Author: Craig E Johnson
Publisher: Thousand Oaks, Calif. : Sage Publications, ©2005.
Edition/Format:   Print book : English : 2nd edView all editions and formats
Summary:
"Meeting the Ethical Challenges of Leadership, Second Edition identifies the unique ethical demands of leadership and equips students to meet those challenges. Written in an informal, accessible style, this book takes an interdisciplinary approach to leadership ethics that will appeal to students from a variety of academic backgrounds. The first of its kind, this text provides students with a variety of ethical  Read more...
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Material Type: Internet resource
Document Type: Book, Internet Resource
All Authors / Contributors: Craig E Johnson
ISBN: 1412905680 9781412905688 1412941296 9781412941297
OCLC Number: 55764550
Description: xiii, 333 pages : illustrations ; 24 cm
Contents: 1. leader's light or shadow --
2. Shadow casters --
3. leader's character --
4. Combating evil --
5. General ethical perspectives --
6. Normative leadership theories --
7. Ethical decision-making formats --
8. Building an effective, ethical small group --
9. Creating an ethical organizational climate --
10. Meeting the ethical challenges of cultural diversity.
Responsibility: Craig E. Johnson.
More information:

Abstract:

Identifies the unique ethical demands of leadership and equips students to meet those challenges. This book takes an interdisciplinary approach to leadership ethics that is of interest to students  Read more...

Table of Contents:

by WTYILL@KUK (WorldCat user on 2008-06-24)

Part 1 The Shadow Side of Leadership 1 Introduction 3 Fallen Heroes 3 Defining Terms 5 1. The Leader’s Light or Shadow 9 What’s Ahead 9 A Dramatic Difference 9 The Leader’s Shadows 10 The Shadow of Power 10 “Self-Assessment: The Brutal Boss Questionnaire” 13 The Shadow of Privilege 16 The Shadow of Deceit 17 “Case Study: Keeping it to Themselves: Personal Injury Lawyers and Firestone Tires” 19 “Leadership Ethics at the Movies: Saving Private Ryan" 21 The Shadow of Inconsistency 22 The Shadow of Misplaced and Broken Loyalties 23 The Shadow of Irresponsibility 25 Implications and Applications 26 For Further Exploration, Challenge, and Self-Assessment 26 “Chapter End Case: Casting Shadows at Enron” 28 “Chapter End Case: The Patriot Act: Abuse of Power?” 31 2. Shadow Casters 35 What’s Ahead 35 Shadow Casters 37 The Monsters Within 37 Faulty Decision Making 38 Contextual Pressures 42 Inactive or Overactive Moral Imagination 43 “Leadership Ethics at the Movies:” Insomnia 45 Ethical Deficiencies 45 “Case Study: The Multiplied Abused Children” 47 Stepping Out of the Shadows: Expanding Our Ethical Capacity 48 “Self-Assessment: Ethical Self-Awareness Instrument” 51 Implications and Applications 53 For Further Exploration, Challenge, and Self-Assessment 55 “Chapter End Case: Betting on Terrorism” 56 “Chapter End Case: The Ethical Saga of Salomon, Inc.” 58 Part II Looking Inward 63 3. The Leader’s Character 65 What’s Ahead 65 Elements of Character 65 Character Building 69 Components of Moral Action 69 Finding Role Models 70 “Case Study: The Hero as Optomist: Explorer Ernest Shackleton” 71 Telling and Living Collective Stories 74 “Leadership Ethics at the Movies:” Erin Brockovich 75 Hardship 75 Habits 77 Mission Statements 79 Values 81 “Self-Assessment: Instrumental and Terminal Values” 84 Implications and Applications 86 For Further Exploration, Challenge, and Self-Assessment 86 “Chapter End Case: “Chainsaw” Al Dunlap” and “Mensch” Aaron Feuerstein” 88 “Chapter End Case: Battling Blindness: Merck Does the Right Thing” 92 4. Combating Evil 97 What’s Ahead 97 The Faces of Evil 97 Evil as Dreadful Pleasure 98 Evil as Deception 98 Evil as Bureaucracy 98 Evil as Sanctioned Destruction 99 Evil as a Choice 100 Evil as Evolving Story 100 Facing Evil 101 Making a Case for Forgiveness 102 Breaking the Cycle of Evil 102 “Case Study: To Forgive or Not to Forgive?” 104 The Forgiveness Process 105 “Leadership Ethics at the Movies:” Dead Man Walking 108 Spiritual Resources 109 Spirituality and Leadership 109 Spiritual Development 111 “Self-Assessment: Finding Yourself by Losing Yourself” 113 Spiritual Disciplines 114 Inward Disciplines 114 Outward Disciplines 115 Corporate Disciplines 116 Implications and Applications 117 For Further Exploration, Challenge, and Self-Assessment 117 “Chapter End Case: Justifying Terror” 119 “Chapter End Case: Covering Up Evil” 122 Part III Ethical Standards and Strategies 127 5. General Ethical Perspectives 129 What’s Ahead 129 Utilitarianism: Do the Greatest Good for the Greatest Number of People 129 “Case Study: The Reference Letter” 132 Kant’s Categorical Imperative: Do What’s Right No Matter What the Cost 132 “Leadership Ethics at the Movies:” The Pianist 134 Justice as Fairness: Guaranteeing Equal Rights and Opportunities Behind the Veil of Ignorance 135 Communitarianism: Shoulder Your Responsibilities/Seek the Common Good 138 “Self-Assessment: Community Involvement Scale” 140 Altruism: Love Your Neighbor 143 Ethical Pluralism 145 Implications and Applications 146 For Further Exploration, Challenge, and Self-Assessment 146 “Chapter End Case: The Parable of the Sadhu” 148 “Chapter End Case: Curing One Patient at a Time” 152 6. Normative Leadership Theories 157 What’s Ahead 157 Transformational Leadership: Raising the Ethical Bar 157 “Leadership Ethics at the Movies:” The Gathering Storm 159 “Self-Assessment: Perceived Leader Integrity Scale” 161 Postindustrial Leadership: Ethics in Relational Process 166 Taoism: Lead Nature’s Way 168 Servant Leadership: Put the Needs of Followers First 173 “Case Study: Servant Leadership Behind Bars” 177 Implications and Applications 178 For Further Exploration, Challenge, and Self-Assessment 178 “Chapter End Case: Transforming Clear Lake College” 180 “Chapter End Case: Betraying the Small Investor” 182 7. Ethical Decision-Making Formats 187 What’s Ahead 187 Pick a Format, Any Format 187 Kidder’s Ethical Checkpoints 188 “Leadership Ethics at the Movies:” Catch Me If You Can 190 “Case Study: The Board Chairman’s Question” 192 Nash’s 12 Questions 193 “Self-Assessment: The Gift” 196 The SAD Formula 196 Situation Definition 197 Analysis 198 Decision 199 Cooper’s Active Process Model 201 The Case Study Method 204 Implications and Applications 207 For Further Exploration, Challenge, and Self-Assessment 208 “Chapter End Case: Ethical Scenarios for Analysis” 209 Part IV Shaping Ethical Contexts 213 8. Building an Effective, Ethical Small Group 215 What’s Ahead 215 The Leader and the Small Group 216 “Case Study: The Ten Commandments Go To Court” 217 Resisting Groupthink 218 Avoiding False Agreement 221 “Leadership Ethics at the Movies”: Twelve Angry Men 223 Enlightening Communication 223 Seeking Dialogue 223 Comprehensive, Critical Listening 225 Defensive Versus Supportive Communication 227 Productive Conflict 228 Engaging in Effective Argument 230 “Self-Assessment: Argumentativeness Scale” 230 Implications and Applications 234 For Further Exploration, Challenge, and Self-Assessment 235 “Chapter End Case: Death Row Organ Transplants” 237 “Chapter End Case: Groupthink and Faulty Reasoning: NASA’s Recipe for Disaster” 239 9. Creating an Ethical Organizational Climate 245 What’s Ahead 245 Organizational Light or Shadow 245 Ethical Climates 246 Ethical Orientations 247 Signs of Healthy Ethical Climates 247 “Integrity” 248 “Leadership Ethics at the Movies”: The Insider 250 “Process Focus (Concern for Means and Ends)” 251 “Structural Reinforcement” 251 Discovering Core Values 252 Core Ideology 252 “Self-Assessment: Mars Group Technique” 254 Values Adoption Process (VAP) 255 Codes of Ethics 256 “Case Study: Cutting Corners at the University” 257 Continuous Ethical Improvement 261 The Need for Continuous Ethical Learning 261 Enhancing Organizational Ethical Learning 262 Implications and Applications 265 For Further Exploration, Challenge, and Self-Assessment 266 “Chapter End Case: Agenda for Change at the Air Force Academy” 268 “Chapter End Case: The Fall of Arthur Andersen” 271 10. Meeting the Ethical Challenges of Cultural Diversity 277 What’s Ahead 277 The Dark Side of Globalization 277 The Global Shadow of Power 278 The Global Shadow of Privilege 279 “Case Study: Rich Nations, Poor Nations: The Ethics of Farm Subsidies” 280 The Global Shadow of Deceit 281 The Global Shadow of Inconsistency 282 The Global Shadow of Misplaced and Broken Loyalties 283 The Global Shadow of Irresponsibility 283 Leadership and Ethical Diversity 284 “Leadership Ethics at the Movies:” Rabbit-Proof Fence 287 Overcoming Ethnocentrism and Prejudice 287 Cultural Differences and Ethical Values 288 Defining Culture 288 Cultural Values Orientations 289 “Programmed Value Patterns” 290 “Seven Cultures of Capitalism” 294 “Self-Assessment: A Driving Dilemma” 295 Cultural-Ethical Synergy 297 Standing on Moral Common Ground 298 A Global Ethic 299 Eight Global Values 300 The Peace Ethic 300 International Rights 301 The Caux Principles 302 Implications and Applications 303 For Further Exploration, Challenge, and Self-Assessment 304 “Chapter End Case: Sexual Intimidation at Mitsubishi” 305 “Chapter End Case: Ethical Diversity Scenarios” 307 Epilogue 311 Index 313 About the Author 333

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"Johnson's revised and expanded edition of this popular and user-friendly textbook continues with the central themes and cases of the first edition, but provides new and relevant examples, original Read more...

 
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