The psychology of ethical leaders
RSM Discovery - Management Knowledge , Volume 9 - Issue 1 p. 21- 22
The collateral damage to companies caused by unethical behaviour can be enormous, especially when it is perceived to be systemic within an organisation. We look to leaders to set an example. So how can they be encouraged to set aside selfinterest and provide an ethical role model for those they lead?
|RSM Discovery Magazine Collection|
|RSM Discovery - Management Knowledge|
|The research in this article forms part of Niek’s recent PhD, On the psychology of displaying ethical leadership: a behavioural ethics approach, which was published in September 2011 as part of ERIM’s PhD Series, Research in Management, RePub Handle http://repub.eur.nl/res/pub/26228|
|Organisation||Rotterdam School of Management (RSM), Erasmus University|
Hoogervorst, N. (2012). The psychology of ethical leaders. RSM Discovery - Management Knowledge, 9(1), 21–22. Retrieved from http://hdl.handle.net/1765/40118