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Ethical leadership is leadership that is directed by respect for ethical beliefs and values and for the dignity and rights of others. It is thus related to concepts such as trust, honesty, consideration, charisma, and fairness. [1] [2] Ethics is concerned with the kinds of values and morals an individual or a society finds desirable or appropriate.
"Life Principles: Feeling Good by Doing Good," was an application of Tom Beauchamp and James Childress's "Principles of Biomedical Ethics." [10] The basis of the Beauchamp/Childress work is principlism, an ethical framework that uses principles as the foundation for ethical decision making. The four principles that form the core of the ...
was barely applied in his business' day-to-day operations. After 60 days, Taylor decided to share those principles with the four department directors of his company (each of whom had a different religious faith). Those four directors validated his principles and rolled it out company-wide. In 1932, Taylor's company was on the edge of bankruptcy.
Among these areas, the influence of leadership in any organization cannot go unexamined, because of a clear understanding of the organization's vision, goals (including immediate and long-term strategic plans), and values. Leadership sets the tone for organizational management (strategic actions taken by an organization to create a positive ...
Integrity is the quality of being honest and showing a consistent and uncompromising adherence to strong moral and ethical principles and values. [1] [2] In ethics, integrity is regarded as the honesty and truthfulness or earnestness of one's actions. Integrity can stand in opposition to hypocrisy. [3]
The cardinal virtues are four virtues of mind and character in classical philosophy. They are prudence, justice, fortitude, and temperance. They form a virtue theory of ethics. The term cardinal comes from the Latin cardo (hinge); [1] these four virtues are called "cardinal" because all other virtues fall under them and hinge upon them. [2]
Four components of organizational justice are distributive, procedural, interpersonal, and informational justice. Research also suggests the importance of affect and emotion in the appraisal of the fairness of a situation as well as one's behavioral and attitudinal reactions to the situation. [3]
What makes an action valuable may in turn depend on the ethical values of the objects it increases, decreases, or alters. An object with "ethic value" may be termed an "ethic or philosophic good" (noun sense). [1] Values can be defined as broad preferences concerning appropriate courses of actions or outcomes.