دانلود رایگان مقاله انگلیسی گفتن متاسفم (عذر خواهی): رهبری اخلاقی و ژست معذرت خواهی از عموم - الزویر 2017

عنوان فارسی
گفتن متاسفم (عذر خواهی): رهبری اخلاقی و ژست معذرت خواهی از عموم
عنوان انگلیسی
Saying sorry: Ethical leadership and the act of public apology
صفحات مقاله فارسی
0
صفحات مقاله انگلیسی
21
سال انتشار
2017
نشریه
الزویر - Elsevier
فرمت مقاله انگلیسی
PDF
نوع مقاله
ISI
نوع نگارش
مقالات پژوهشی (تحقیقاتی)
رفرنس
دارد
پایگاه
اسکوپوس
کد محصول
E10599
رشته های مرتبط با این مقاله
مدیریت
گرایش های مرتبط با این مقاله
مدیریت منابع انسانی
مجله
فصلنامه رهبری - The Leadership Quarterly
دانشگاه
Carr Center for Human Rights Policy - Harvard Kennedy School - USA
doi یا شناسه دیجیتال
http://dx.doi.org/10.1016/j.leaqua.2017.04.001
۰.۰ (بدون امتیاز)
امتیاز دهید
چکیده

ABSTRACT


How do top representatives exercise ethical leadership in the context of public apologies? This paper examines public apologies made by corporate and government leaders for organizational wrongdoing. Conducting qualitative case-research, our deductive inquiry demonstrates that ethical leadership strategies that have been formulated for organizational contexts are utilized in the public arena and adapted to meet the particular demands of this context. We also inductively derive four aggregate strategies that leaders employ: “articulating values in relation to past and future”; “defining the wrongdoing”; “constructing moral communities” and “differentiating responsibilities”. We discuss the findings vis-à-vis the body of literature on ethical leadership, and identify some thorny ethical issues for further investigation.

نتیجه گیری

Limitations


With this paper, we hope to have served a limited purpose: to better understand how leaders exercise ethical leadership in the context of public apologies. We hope that the findings can inform further theorizing and that a community of scholars will eventually develop a comprehensive ethical leadership theory of public apologies. We did not conduct explanatory research of the effects of specific strategies, or of the conditions under which these strategies or effects are realized. As a result, the findings have no explanatory power, and one cannot gauge the relative “success” of the apologies on the basis of the strategies studied. How audiences react to these strategies, and why, remains to be investigated. Additionally, we did not conduct research of “internal” apologies, that is: statements of regret that are offered by leaders within their organizations – e.g., in private chambers before fellow board members or before a crowd of employees, without press camera's running and even mobile recording devices turned off. As a result, it remains unclear if public apologies differ from their private counterparts and if leaders employ (dis)similar strategies in these settings.


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