- مبلغ: ۸۶,۰۰۰ تومان
- مبلغ: ۹۱,۰۰۰ تومان
In this special issue we have brought together a veritable ‘‘dream team’’ of thought leaders, and rising stars, from academia, consulting and the c-suite to address the ‘‘Leadership Imperative for Sustainability and Corporate Social Responsibility.’’ Clearly,the decisions and actions ofindividual leaders matter to the social performance and long-term viability of their organizations. Ultimately, activities such as formulating sustainability policies, engaging in community outreach programs, supporting social causes, or seeking alternatives to disruptive layoffs are the result of managerial decisions, and so are activities that are widely considered unethical, such as bribery, fraud, environmental pollution, and employment discrimination. While corporate executives are constrained in their ability to engage in these activities by corporate governance regulations, company policies, and the law, they have some degree of discretion in their choices. David Waldman, a noted leadership scholar, putitsuccinctly: ‘‘Firms do not make decisions pertaining to responsibility or CSR; leaders do.’’
The Voice–—Shared Leadership–—Sustainable Responsibility Model
Fig. 1 provides a new model that links the appropriate use of voice with shared leadership and sustainable organizational responsibility. The model is meant to illustrate how critical each of these concepts is in ultimately leading to the triple bottom line for organizations. Fig. 1 graphically displays this model, demonstrating the natural flow from appropriate organizational voice, to effective shared leadership, to sustainable organizational responsibility. Silence, we should note, does not mean that a person or group does not have an opinion. It does not mean that they agree with a course of action. It does not mean that they lack leadership capability. Silence is greatly misunderstood. Silence does not equate to compliance. There are many individual, social and structural reasons why a person or group might be silent, as discussed above. As an executive, it is your duty to understand these and to determine how to create appropriate avenues for silent constituents, be they inside or outside of your organization, to exercise appropriate voice. We do, importantly, want to emphasize the word appropriate here. There are appropriate times for both silence and voice.