Titlebook: Responsible Leadership; Nicola M. Pless,Thomas Maak Book 2012 Springer Science+Business Media B.V. 2012 Address Pertinent Leadership Chall

有權(quán)

Responsible Leadership Outcomes Via Stakeholder CSR Values: Testing a Values-Centered Model of Trans was tested using data from 122 organizational leaders and 458 of their direct reports. Alleviating same-source bias concerns in leadership survey research, follower ratings of leadership style and follower ratings of values congruence and responsible leadership outcomes were collected from separat

Little

Development of a Scale Measuring Discursive Responsible Leadership,ncept of responsible leadership presented here draws on deliberative practices and discursive conflict resolution, combining the macro-view of the business firm as a political actor with the micro-view of leadership. Ideal responsible leadership conduct thereby goes beyond the dyadic leader–follower

BARK

Moving Forward with the Concept of Responsible Leadership: Three Caveats to Guide Theory and Resear appears to represent an area of growing concern to the greater public. Accordingly, it is appropriate that increased scholarly attention be devoted to an understanding of this concept. But with that said, the purpose of this article is to identify three caveats about which researchers and practitio

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interior

Exploring the Interface Between Strategy-Making and Responsible Leadership,rchitect or change agent are highlighted. The study on which this article is based, showed that the use of emergent strategy-making is as prevalent as the use of deliberate strategy-making. This article reports on the thinking of organisational leaders, managers and non-managers regarding strategy-m

Granular

Cabinet

Moving Forward with the Concept of Responsible Leadership: Three Caveats to Guide Theory and Researhat is not ideologically driven or biased, and (3) the positioning of responsible leadership within the greater body of leadership theory and research. Additional concerns are considered including the measurement of responsible leadership and research strategies.

Desert

Values, Authenticity, and Responsible Leadership,thentic as an ongoing process of conversation that not only starts with perceived values but also involves one’s history, relationships with others, and aspirations. Authenticity entails acting on these values for individuals and organizations and thus also becomes a necessary starting point for eth

不幸的人

Responsible Leadership Outcomes Via Stakeholder CSR Values: Testing a Values-Centered Model of Tranship and both follower organizational citizenship behaviors and follower beliefs in the stakeholder view of corporate social responsibility. Implications for responsible leadership and transformational leadership theory, practice, and future research are discussed.

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