Ethical leadership: the socially responsible use of power
Date
2009
Authors
De Hoogh, A.H.B.
Den Hartog, D.N.
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Tjosvold, D.
Wisse, B.
Wisse, B.
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Book chapter
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Source details - Title: Power and Interdependence in Organizations, 2009 / Tjosvold, D., Wisse, B. (ed./s), Ch.19, pp.338-354
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Abstract
Powerful leaders can have a substantial impact on the lives of followers and the fate of groups, organizations, and even societies. The potential for beneficial use or misuse of power has led researchers to focus on the ethical aspects of leadership. A recent series of unprecedented media scandals regarding ethical lapses of high-level business managers has placed the ethical aspects of leadership at the forefront of everyone's attention. Despite this growing interest, however, there is very little theoretically driven research that examines which types of leader behavior should be seen as ethical. Moreover, although preliminary research on ethical leadership suggests positive effects of such leadership (e.g., Brown et al. 2005), it does not yet explain when and why ethical leadership has its effects. Finally, why some people in a leadership situation choose to behave in a principled and ethical manner whilst others (at times) do not, is not yet sufficiently clear. Here, we deal with these points from a power and influence perspective. The use of power and leadership are intertwined concepts, the power to influence others forms a part of most definitions of leadership. Thus, not surprisingly, the power concept contributes to our understanding of ethical leadership in important ways. First, the socially responsible use of power is a key element of ethical leadership, and, in this chapter, we discuss ethical leadership from this perspective.
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Copyright 2009 Cambridge University Press