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In social exchange theory the effect of ethical leadership on followers is explained by transactional exchanges between the leader and their followers. The leader's fairness and caring for followers activates a reciprocatory process, in which the followers act in the same manner towards the leader.
Authentic leadership, while having no formal or unequivocal definition, is a growing field in academic research. [1] The idea has also been embraced by leaders and leadership coaches, who view it as an alternative to leaders who emphasize profit and share price over people and ethics.
If consensus equals truth, then truth can be made by forcing or organizing a consensus, rather than being discovered through experiment or observation, or existing separately from consensus. The principles of mathematics also do not hold under consensus truth because mathematical propositions build on each other.
In laissez-faire or free-rein leadership, decision-making is passed on to the subordinates. (The phrase laissez-faire is French and literally means "let them do"). Subordinates are given the right and power to make decisions to establish goals and work out the problems or hurdles, and are given a high degree of independence and freedom to ...
Ethical Theory and Moral Practice is a peer-reviewed academic journal in the field of philosophy, established in 1998 and published five times a year by Springer Science+Business Media. It publishes articles in English, focusing on ethics and related fields. It is edited by A. W. Musschenga and F. R. Heeger.
Burns shifted the focus of leadership studies from the traits and actions of great men to the interaction of leaders and their constituencies as collaborators working toward mutual benefit. [8] He was best known for his contributions to the transactional, transformational, aspirational, and visionary schools of leadership theory.
Hallin's spheres: sphere of consensus, sphere of controversy and sphere of deviance. Hallin's spheres is a theory of news reporting and its rhetorical framing posited by journalism historian Daniel C. Hallin in his 1986 book The Uncensored War to explain the news coverage of the Vietnam War. [1]
Disagree and commit is a management principle that individuals are allowed to disagree while a decision is being made, but that once a decision has been made, everybody must commit to implementing the decision.