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Mulla, Zubin R. and Krishnan, Venkat R., , . Transformational Leadership. Do the Leader’s Morals Matter and Do the Follower’s Morals Change?
2011, Journal of Human Values 17 (2):129-143.
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Added by: Simon Fokt, Contributed by:

Abstract: In a study of 205 leader–follower pairs, we investigated the impact of the leader’s values and empathy on followers’ perception of transformational leadership and the effect of transformational leadership on followers’ values and empathy. The moderating effect of leader–follower relationship duration on the effect of transformational leadership on followers’ values and empathy was also investigated. We found that the leader’s values were related to transformational leadership and transformational leadership was related to followers’ values. Over time, the relationship between transformational leadership and followers’ empathy and values became stronger

Comment: This text provides an excellent background reading on issues related to leadership and business ethics, making clear connections between philosophical theory and its practical application.

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Paine, Lynn S., , . Managing for Organizational Integrity
1994, Harvard Business Review 72 (2):106-117.
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Added by: Clotilde Torregrossa, Contributed by: Simon Fokt

Abstract: An integrity-based approach to ethics management combines a concern for the law with an emphasis on managerial responsibility for ethical behavior. Though integrity strategies may vary in design and scope, all strive to define companies’ guiding values, aspirations, and patterns of thought and conduct. When integrated into the day-to-day operations of an organization, such strategies can help prevent damaging ethical lapses while tapping into powerful human impulses for moral thought and action. Then an ethical framework becomes no longer a burdensome constraint within which companies must operate, but the governing ethos of an organization.

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