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Meeting the Ethical Challenges of Leadership : Casting Light or Shadow,9780761923343

Meeting the Ethical Challenges of Leadership : Casting Light or Shadow

by
ISBN13:

9780761923343

ISBN10:
0761923349
Format:
Paperback
Pub. Date:
4/1/2001
Publisher(s):
Sage Publications, Inc
List Price: $44.95
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  • Meeting the Ethical Challenges of Leadership : Casting Light or Shadow
    Meeting the Ethical Challenges of Leadership : Casting Light or Shadow
  • Meeting the Ethical Challenges of Leadership : Casting Light or Shadow
    Meeting the Ethical Challenges of Leadership : Casting Light or Shadow
  • Meeting the Ethical Challenges of Leadership : Casting Light or Shadow
    Meeting the Ethical Challenges of Leadership : Casting Light or Shadow
  • Meeting the Ethical Challenges of Leadership : Casting Light or Shadow
    Meeting the Ethical Challenges of Leadership : Casting Light or Shadow
  • Meeting the Ethical Challenges of Leadership: Casting Light or Shadow
    Meeting the Ethical Challenges of Leadership: Casting Light or Shadow




Summary

Meeting the Ethical Challenges of Leadership 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. Designed as a core textbook for undergraduate and graduate courses in leadership and ethics, this student-friendly book looks at the leader's inner life, including character development and values. Respected author and professor, Craig E. Johnson, blends research and theory with practical strategies, skill development, contemporary case studies, and application exercises. The first of its kind, this text provides students with a variety of ethical perspectives and strategies to apply to moral dilemmas and describes tools and techniques for creating positive ethical climates in small group, organizational, and culturally diverse settings.

Table of Contents

Acknowledgments xii
Part I: The Shadow Side of Leadership
Introduction
3(6)
Of Heroes and Villains
3(3)
Defining Terms
6(3)
The Leader's Light or Shadow
9(18)
What's Ahead
9(1)
A Dramatic Difference
9(1)
The Leader's Shadows
10(12)
The Shadow of Power
10(2)
Case Study: The Executive Order: An Abuse of Power?
12(2)
The Shadow of Privilege
14(1)
The Shadow of Deceit
15(3)
The Shadow of Inconsistency
18(1)
The Shadow of Misplaced and Broken Loyalties
19(2)
The Shadow of Irresponsibility
21(1)
Implications and Applications
22(1)
For Further Exploration, Challenge, and Self-Assessment
23(1)
Chapter End Case: Making a Case for Loyalty
24(1)
Notes
24(3)
Shadow Casters
27(22)
What's Ahead
27(1)
Shadow Casters
28(9)
The Monsters Within
28(2)
Faulty Decision Making
30(3)
Contextual Pressures
33(2)
Ethical Deficiencies
35(1)
Case Study: Multiply Abused Children
36(1)
Stepping Out of the Shadows: Expanding Our Ethical Capacity
37(6)
Implications and Applications
43(1)
For Further Exploration, Challenge, and Self-Assessment
43(3)
Chapter End Case: Casting Shadows at Salomon Inc.
44(2)
Notes
46(3)
Part II: Looking Inward
The Leader's Character
49(26)
What's Ahead
49(1)
Elements of Character
49(3)
Character Building
52(16)
Components of Moral Action
52(1)
Finding Role Models
53(1)
Case Study: The Hero as Optimist: Explorer Ernest Shackleton
54(4)
Hardship
58(2)
Habits
60(2)
Mission Statements
62(2)
Values
64(4)
Implications and Applications
68(1)
For Further Exploration, Challenge, and Self-Assessment
69(3)
Chapter End Case: ``Chainsaw'' Al Dunlap
70(2)
Notes
72(3)
Combating Evil
75(24)
What's Ahead
75(1)
The Faces of Evil
75(5)
Evil as Dreadful Pleasure
76(1)
Evil as Deception
76(1)
Evil as Bureaucracy
77(1)
Evil as Sanctioned Destruction
77(1)
Evil as a Choice
78(1)
Facing Evil
79(1)
Making a Case for Forgiveness
80(4)
Breaking the Cycle of Evil
80(1)
Case Study: To Forgive or Not to Forgive?
81(1)
The Forgiveness Process
82(2)
Spiritual Resources
84(8)
Spirituality and Leadership
84(2)
Spiritual Development
86(2)
Spiritual Disciplines
88(4)
Implications and Applications
92(1)
For Further Exploration, Challenge, and Self-Assessment
92(3)
Chapter End Case: Collective Evil at My Lai
93(2)
Notes
95(4)
Part III: Ethical Standards and Strategies
General Ethical Perspectives
99(22)
What's Ahead
99(1)
Utilitarianism: Do the Greatest Good for the Greatest Number of People
100(3)
Case Study: The Reference Letter
101(2)
Kant's Categorical Imperative: Do What's Right No Matter What the Cost
103(1)
Communitarianism: Shoulder Your Responsibilities/Seek the Common Good
104(6)
Altruism: Love Your Neighbor
110(3)
Ethical Pluralism
113(1)
Implications and Applications
114(1)
For Further Exploration, Challenge, and Self-Assessment
114(4)
Chapter End Case: The Parable of the Sadhu
115(3)
Notes
118(3)
Normative Leadership Theories
121(22)
What's Ahead
121(1)
Transformational Leadership: Raising the Ethical Bar
122(6)
Postindustrial Leadership: Ethics in Relational Process
128(3)
Taoism: Leading Nature's Way
131(4)
Servant Leadership: Put the Needs of Followers First
135(3)
Case Study: Servant Leadership Behind Bars
138(1)
Implications and Applications
138(1)
For Further Exploration, Challenge, and Self-Assessment
139(2)
Chapter End Case: Transforming Clear Lake College
140(1)
Notes
141(2)
Ethical Decision-Making Formats
143(24)
What's Ahead
143(1)
Pick a Format, Any Format
143(1)
Kidder's Ethical Checkpoints
144(5)
Case Study: The Board Chairman's Question
146(3)
Nash's 12 Questions
149(3)
Potter's Box
152(3)
Cooper's Active Process Model
155(4)
Implications and Applications
159(1)
For Further Exploration, Challenge, and Self-Assessment
159(4)
Chapter End Case: Ethical Scenarios for Analysis
160(3)
Notes
163(4)
Part IV: Shaping Ethical Contexts
Building an Effective, Ethical Small Group
167(22)
What's Ahead
167(1)
The Leader and the Small Group
168(1)
Resisting Groupthink
169(3)
Enlightening Communication
172(9)
Comprehensive, Critical Listening
172(3)
Defensive Versus Supportive Communication
175(2)
Productive Conflict
177(1)
Engaging in Effective Argument
178(2)
Case Study: Religious Revival at Pearl River Central
180(1)
Implications and Applications
181(2)
For Further Exploration, Challenge, and Self-Assessment
183(3)
Chapter End Case: A Transplant for Brandy
185(1)
Notes
186(3)
Creating and Ethical Organizational Climate
189(26)
What's Ahead
189(1)
Organizational Light or Shadow
189(2)
Creating a Climate of Integrity
191(2)
Discovering Core Values
193(4)
Core Ideology
193(3)
Values Adoption Process
196(1)
Codes of Ethics
197(5)
Case Study: Cutting Corners at the University
198(4)
Continuous Ethical Improvement
202(7)
The Need for Continuing Ethical Learning
202(2)
Enhancing Organizational Ethical Learning
204(5)
Implications and Applications
209(1)
For Further Exploration, Challenge, and Self-Assessment
209(3)
Chapter End Case: Battling Blindness: Merck Does the Right Thing
210(2)
Notes
212(3)
Meeting the Ethical Challenges of Cultural Diversity
215(26)
What's Ahead
215(1)
Leadership and Ethical Diversity
215(3)
Overcoming Ethnocentrism and Prejudice
218(2)
Cultural Differences and Ethical Values
220(10)
Defining Culture
220(1)
Case Study: Sexual Intimidation at Mitsubishi
221(2)
Cultural Values Orientations
223(7)
Cultural-Ethical Synergy
230(2)
Standing on Moral Common Ground
232(5)
A Global Ethic
233(1)
The Platinum Rule
233(1)
Eight Global Values
234(1)
The Peace Ethic
235(1)
International Rights
236(1)
Implications and Applications
237(1)
For Further Exploration, Challenge, and Self-Assessment
238(2)
Chapter End Case: Industrial Disaster and International Justice
238(2)
Notes
240(1)
Epilogue 241(4)
Index 245(15)
About the Author 260


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