Handbook on Responsible Leadership and Governance in Global Business
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Handbook on Responsible Leadership and Governance in Global Business

Edited by Jonathan P. Doh and Stephen A. Stumpf

Ethics, social responsibility, leadership, governance. These terms are heard in the classroom, in the boardroom, and viewed on the front page of newspapers and magazines. Yet serious attention to the relationships among these concepts is lacking. Although commitments to leadership, ethics, and social responsibility are evident, individuals and companies are falling short in combining these duties into policies and cultures that guide behavior and decisions. The missing element is a broad-based and integrated approach to responsible leadership and governance. This volume provides the leading thinking on these issues and includes a discussion of emerging areas that require future attention.
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Chapter 3: What Leaders and their Organizations Can Do to Develop Ethical Leaders

Robert M. Fulmer


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 public opinion. Church leaders are discovered to be covering up crimes committed...

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