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Ethics beyond leadership: can ethics survive bad leadership?

2020Journal article Open access
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dc.contributor.authorRoque, Ana
dc.contributor.authorMoreira, José Manuel
dc.contributor.authorFigueiredo, José Dias
dc.contributor.authorAlbuquerque, Rosana
dc.contributor.authorGonçalves, Helena
dc.date.accessioned2021-01-15T09:34:20Z
dc.date.available2021-01-15T09:34:20Z
dc.date.issued2020
dc.description.abstractPurpose – The purpose of this paper is to contribute to the relaxion on what can be done to develop ethical cultures that may be less permeable and more resilient to changes in leadership from an ethical point of view. The influence of leaders on organisational ethics is recognised, and there are even those who consider that it is not possible to maintain an ethical culture when leaders are not engaged. But, if this theory is true, all business ethics programmes that can be created, and the cultures that can gradually be developed in organisations, will always have their existence and robustness suspended at each leadership change. How to maintain an ethical culture beyond leadership? Design/methodology/approach – As a strategy, we used the case study with a narrative methodology, in which a chief executive officer (CEO) and a chief compliance officer (CCO) narrate in the first person a case of perceived collapse of the ethical culture of a multinational company. Findings – The findings point to the difficulty in maintaining ethical leadership. Key aspects to protect an organization from leadership changes are as follows: the management of the succession process, the quality of the training on ethics and the mechanisms developed by the organization to foment speak up and take notice of the situations.Moral blindness and the banality of evil that also can be observed in organizations appear as facilitating elements for collapse. Originality/value – Ethical leadership is generally presented as a necessary condition for an ethical culture. However, leaders often have unethical or ethically neutral leadership. This case helps to understand the difficulties experienced by leaders in adopting ethical leadership and proposes a set of instruments and procedures that, when included in an ethical programme, can protect the company’s ethical culture against unethical leaders. Some characteristics of our case study make it particularly relevant: action occurs in a multinational, a context where, by size and complexity, achieving uniformity in culture becomes particularly relevant, and actions happen in the context of a CEO succession process, something that may occur in any company and which is often a trigger for ethical misconducts. Additionally, our case is narrated by a CEO and a CCO, which makes it rare, as it is especially difficult to have access to these executives.pt_PT
dc.description.versioninfo:eu-repo/semantics/publishedVersionpt_PT
dc.identifier.citationRoque, A., Moreira, J. M., Figueiredo, J. D., Albuquerque, R., Gonçalves, H. (2020). Ethics beyond leadership: can ethics survive bad leadership?. Journal of Global Responsibility, 11(3), 275-294pt_PT
dc.identifier.doi10.1108/JGR-06-2019-0065pt_PT
dc.identifier.eid85118531931
dc.identifier.eissn2041-2576
dc.identifier.issn2041-2568
dc.identifier.urihttp://hdl.handle.net/10400.14/31667
dc.identifier.wos000549248300001
dc.language.isoengpt_PT
dc.peerreviewedyespt_PT
dc.publisherEmeraldpt_PT
dc.rights.urihttp://creativecommons.org/licenses/by/4.0/pt_PT
dc.subjectAdverse leadershippt_PT
dc.subjectCEO Narrativept_PT
dc.subjectEthics in transnational companiespt_PT
dc.subjectLeadership successionpt_PT
dc.subjectResilient ethical culturept_PT
dc.titleEthics beyond leadership: can ethics survive bad leadership?pt_PT
dc.typejournal article
dspace.entity.typePublication
oaire.citation.endPage294pt_PT
oaire.citation.issue3pt_PT
oaire.citation.startPage275pt_PT
oaire.citation.titleJournal of Global Responsibilitypt_PT
oaire.citation.volume11pt_PT
person.familyNameMoreira
person.familyNameAlbuquerque
person.givenNameJosé Manuel
person.givenNameRosana
person.identifier.ciencia-id1C1C-7818-4B2D
person.identifier.orcid0000-0003-4823-4255
person.identifier.orcid0000-0002-9398-6715
person.identifier.scopus-author-id55627609700
rcaap.rightsopenAccesspt_PT
rcaap.typearticlept_PT
relation.isAuthorOfPublicationf42c7945-2f59-4328-b3c6-bb34e9a32c27
relation.isAuthorOfPublication38c6ce9b-7c74-4b3f-8799-fda2c819c49c
relation.isAuthorOfPublication.latestForDiscovery38c6ce9b-7c74-4b3f-8799-fda2c819c49c

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