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A commonly used measure of ethical leadership is the Ethical Leadership Scale (ELS), developed by Brown et al. in 2005. It consists of 10 items with an internal consistency of alpha = .92 and shows a satisfying fit, with indices at or above recommended standards. [1]
Moral universalism (also called moral objectivism) is the meta-ethical position that some system of ethics, or a universal ethic, applies universally, that is, for "all similarly situated individuals", [1] regardless of culture, race, sex, religion, nationality, sexual orientation, gender identity, or any other distinguishing feature. [2]
The Potter Box is a model for making ethical decisions, developed by Ralph B. Potter, Jr., professor of social ethics emeritus at Harvard Divinity School. [1] It is commonly used by communication ethics scholars. According to this model, moral thinking should be a systematic process and how we come to decisions must be based in some reasoning.
Moral universalism (also called moral objectivism or universal morality) is the meta-ethical position that some system of ethics applies universally.That system is inclusive of all individuals, [7] regardless of culture, race, sex, religion, nationality, sexual orientation, or any other distinguishing feature. [8]
Another moral theory using a universal practice test is rule consequentialism, or more precisely that version of it sometimes called ideal rule consequentialism, where a moral rule is permissible if and only if its practice by all persons would produce at least as much of a balance of good over bad results than the universal practice of any ...
In reviewing the older leadership theories, Scouller highlighted certain limitations in relation to the development of a leader's skill and effectiveness: [3] Trait theory: As Stogdill (1948) [4] and Buchanan & Huczynski (1997) had previously pointed out, this approach has failed to develop a universally agreed list of leadership qualities and "successful leaders seem to defy classification ...
Functional leadership theory (Hackman & Walton, 1986; McGrath, 1962) is a theory for addressing specific leader behaviors expected to contribute to organizational or unit effectiveness. This theory argues that the leader's main job is to see that whatever is necessary to group needs is taken care of; thus, a leader can be said to have done ...
This leadership style can be seen as the absence of leadership, and is characterized by an attitude avoiding any responsibility. Decision-making is left to the employees themselves, and no rules are fixed. Laissez-faire is the least effective leadership style, when measured by the impact of the leader's opinion on the team.