Hostname: page-component-7b7567c8c-2rsb6 Total loading time: 0 Render date: 2026-11-12T21:11:23.192Z Has data issue: false hasContentIssue false
  • English
  • Français

Managerial Ethical Leadership: Examples do Matter

Published online by Cambridge University Press:  23 January 2015

Patrick E. Murphy and
Georges Enderle
Get accessRights & Permissions [Opens in a new window]

Abstract:

The central role of corporate leaders in setting the ethical tone for their organization is widely accepted. Four well known former CEOs are profiled to illustrate how their managerial ethical leadership not only influenced their firms but also the practice of business. Insights are drawn from their writings and speeches as well as other sources which examine demonstrated leadership abilities. Their behavior not only provides examples of leadership but also is exemplary from an ethical point of view. The article concludes with five common themes that describe these individuals and the essence of managerial ethical leadership.

Information

Type
Articles
Information
Business Ethics Quarterly , Volume 5 , Issue 1 , January 1995, pp. 117 - 128
Copyright
Copyright © Society for Business Ethics 1995

Access options

Get access to the full version of this content by using one of the access options below. (Log in options will check for institutional or personal access. Content may require purchase if you do not have access.)

Article purchase

Temporarily unavailable

References

ASFOR (Associazione per la formazione alla direzione aziendale). 1989. Il manager di fronte ai problemi etici. Milano: ASFOR.Google Scholar
Becker, L. C., (ed.), Becker, C. B., (associate ed.). 1992. Encyclopedia of Ethics. New York/London: Garland Publishing.Google Scholar
Blodgett, T. B. 1983. “Cadbury Schweppes: More than Chocolate and Tonic.” Harvard Business Review, 64(1): 134–144.Google Scholar
Burns, J. M. 1978. Leadership. New York: Harper & Row.Google Scholar
Cadbury, A. 1984. Cadbury Schweppes: The Character of the Company. London: Cadbury Schweppes.Google Scholar
Cadbury, A. 1987. “Ethical Managers Make Their Own Rules.” Harvard Business Review, 68(5): 69–73.Google Scholar
Cadbury, A. et al. 1992. Financial Aspects of Corporate Governance. London: Gee and Company.Google Scholar
Cadbury, A. 1992a. “Calling Firms to Account Without Stifling the Spirit of Enterprise.” The Times, May 28, 1992.Google Scholar
De George, R. T. 1993. Competing with Integrity in International Business. New York/Oxford: Oxford University Press.Google Scholar
De Pree, M. 1989. Leadership is an Art. New York: Dell Trade Paperback.Google Scholar
De Pree, M. 1992. Leadership Jazz. New York: Currency Doubleday.Google Scholar
Enderle, G. 1987. “Some Perspectives of Managerial Ethical Leadership.” Journal of Business Ethics, 6: 657–663.Google Scholar
Enderle, G. 1993. Handlungsorientierte Wirtschaftsethik. Grundlagen und Anwendungen. [Action-oriented Business Ethics. Foundations and Applications.] Bern: Haupt.Google Scholar
Enderle, G. 1993a. “What Is Business Ethics?” In Dunfee, T., Nagayasu, Y., (Eds.) 1993. Business Ethics: Japan in a Global Economy. Dordrecht/Boston/London: Kluwer Academic Publishers, 133–150.Google Scholar
File, K. M. 1989. “The 1989 Business Ethics Awards.” Business Ethics, November/December: 20–25.Google Scholar
Freudberg, D. 1986. The Corporate Conscience: Money, Power, and Responsible Business. New York: AMACOM.Google Scholar
Guzzardi, W. 1990. “The National Business Hall of Fame.” Fortune, March 17.Google Scholar
Horton, T. R. 1986. What Works for Me: 16 CEOs Talk About Their Careers and Commitments. New York: Random House.Google Scholar
Kaufmann, F.-X., Kerber, W., Zulehner, P. 1986. Religion und Ethos bei Führungskräften. München: Kindt.Google Scholar
Miller, J. I. 1984. “How Religious Commitments Shape Corporate Decisions.” Harvard Divinity Bulletin, February-March: 4–7.Google Scholar
Miller, J. I. 1989. Business Ethics Seminar, Indiana University, Bloomington, Indiana, October 24, 1989.Google Scholar
Mitchell, J. 1992. Herman Miller Links Worker-CEO Pay. The Wall Street Journal, May 7, B1 and B8.Google Scholar
Moore, T. 1982. “The Fight to Save Tylenol: The Inside Story of Johnson & Johnson’s Struggle to Revive Its Most Important Product.” Fortune, November 29.Google Scholar
Nash, L. N. 1988. “Johnson & Johnson Credo.” In Keogh, J. (Ed.) Corporate Ethics: A Prime Business Asset. New York: The Business Roundtable, 93–104.Google Scholar
Pastin, M., Harrison, J. “Social Responsibility in the Hollow Corporation.” Business and Society Review, Fall: 54–58.Google Scholar
Patterson, W. D. 1968. “J. Irwin Miller: The Revolutionary Role of Business.” Saturday Review, January 13.Google Scholar
Pincoffs, E. L. 1992. “Virtues”. In Becker, et al. 1992, vol. II, 1283–1288.Google Scholar
Schein, E. H. 1992. Organizational Culture and Leadership. San Francisco: Jossey-Bass Publishers.Google Scholar
Smith, W. K., Tedlow, R. 1989a. “James Burke: A Career in American Business (A).” Harvard Business School Case 9–389–3177.Google Scholar
Smith, W. K., Tedlow, R. 1989b. “James Burke: A Career in American Business (B).” Harvard Business School Case 9–390–030.Google Scholar
Tuleja, T. 1985. Beyond the Bottom Line: How Business Leaders are Turning Principles into Profits. New York: Facts on File.Google Scholar
Ulrich, P., Thielemann, U. 1993. “Business-Ethical Thinking Patterns of Managers—An Empirical Study”. Journal of Business Ethics, 12: 879–898.Google Scholar
Waldholz, M., Kneale, D. 1982. “Tylenol’s Maker Tries to Retain Good Image in Wake of Tragedy.” The Wall Street Journal, October 8.Google Scholar
Williams, O. F., Houck, J. W. (Eds.) 1992. A Virtuous Life in Business. Stories of Courage and Integrity in the Corporate World. Lanham, MD: Rowman & Littlefield Publishers.Google Scholar