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Literature Review: The Evolution of Ethical Leadership

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Ethical Leadership in Organizations

Part of the book series: CSR, Sustainability, Ethics & Governance ((CSEG))

Abstract

Regardless of whether the number of ethical failures of institutions is effectively rising or growing transparency levels are uncovering more of them, we are in the midst of a ‘leadership crisis’, despite having had an ‘obsession’ with leadership for decades, as Wray-Bliss (2013) states. Leadership’s legitimacy is questioned and trust in corporate governance ‘extremely’ low (Mihelic, Lipicnik, & Tekavcic, 2010). Leaders who act ethically seem to be a logical answer, leading to a growing focus on ‘ethical leadership’ (Northouse, 2013; Wray-Bliss, 2013; Yukl, 2013; Eisenbeiß, 2012; Kacmar, Bachrach, Harris, & Zivnuska, 2011; Mihelic et al., 2010; Brown & Treviño, 2006).

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Notes

  1. 1.

    Most studies referenced in this thesis use the term ‘followers’. According to Pauchant (2005), this term implies a leader-centred view and a perspective with the assumption that leadership relations are generally top-down and unidirectional, while there is also evidence that in many cases ‘followers’, as the word implies, are not necessarily following either their leaders or their instructions, codes or guidelines. This study, in consequence, does not use the term ‘followers’.

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    Bernhard Bachmann

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Bachmann, B. (2017). Literature Review: The Evolution of Ethical Leadership. In: Ethical Leadership in Organizations. CSR, Sustainability, Ethics & Governance. Springer, Cham. https://doi.org/10.1007/978-3-319-42942-7_3

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