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

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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

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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

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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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