- Elgar original reference
Edited by Jonathan P. Doh and Stephen A. Stumpf
Chapter 3: What Leaders and their Organizations Can Do to Develop Ethical Leaders
3 What leaders and their organizations can do to develop ethical leaders Robert M. Fulmer Introduction Executives in almost every type of organization have been found lacking in integrity and social conscience. To explore how business firms and educational institutions can address the challenge of developing leaders with an appropriate balance between the necessity for operating with proﬁtability and ethical sensitivity, a group of thought leaders came together in mid-2003, better to understand these challenges and ways in which to address them. Primary participants in this dialogue include the CEO of a major defense and aerospace ﬁrm, the director of organizational effectiveness at the world’s largest pharmaceutical company, the CEO of the world’s leading provider of custom corporate executive education programs, the associate director of a leading NGO with emphasis on balanced leadership, and several academics with experience in leadership development. This chapter grows out of their conversations and examines the roles of top management, boards of directors and others involved in designing initiatives to improve organizational effectiveness. In part recounted in the words of key players, this chapter outlines actions that have been and could be undertaken to develop ethical leadership. Ethical challenges have become a ubiquitous issue for leaders in a variety of ﬁelds. Within the recent past, we have read or seen disappointing reports of Olympic judging caught up in controversy. Award-winning journalists are ﬁred for fabricating sources and stories. Political leaders have been brought before the bar of justice or tried by the court of...
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