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Linking Ethics and Leadership : = A Qualitative Hermeneutic Phenomenological Study.

紀錄類型:	書目-語言資料,手稿 : Monograph/item
正題名/作者:	Linking Ethics and Leadership :/
其他題名:	A Qualitative Hermeneutic Phenomenological Study.
作者:	Kabani, Shiraz.
面頁冊數:	1 online resource (192 pages)
附註:	Source: Dissertation Abstracts International, Volume: 79-03(E), Section: A.
標題:	Ethics. -
電子資源:	click for full text (PQDT)
ISBN:	9780355524130

Linking Ethics and Leadership : = A Qualitative Hermeneutic Phenomenological Study.
Kabani, Shiraz.

Linking Ethics and Leadership :A Qualitative Hermeneutic Phenomenological Study. - 1 online resource (192 pages)

Source: Dissertation Abstracts International, Volume: 79-03(E), Section: A.

Thesis (D.M.)--University of Phoenix, 2017.

Includes bibliographical references

The present qualitative hermeneutic phenomenological study relied on the lived experiences of practicing leaders to understand how and the extent to which ethics inform leadership practice and, specifically, decision-making. Data for this study were gathered through in-depth interviews of 16 leaders of small to large non-profit organizations based in London, United Kingdom.

Electronic reproduction.
Ann Arbor, Mich. :
ProQuest,
2018

Mode of access: World Wide Web

ISBN: 9780355524130Subjects--Topical Terms:

555769
Ethics.
Index Terms--Genre/Form:

554714
Electronic books.

Linking Ethics and Leadership : = A Qualitative Hermeneutic Phenomenological Study.
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300 $a 1 online resource (192 pages)
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500 $a Source: Dissertation Abstracts International, Volume: 79-03(E), Section: A.
500 $a Adviser: Barbara Turner.
502 $a Thesis (D.M.)--University of Phoenix, 2017.
504 $a Includes bibliographical references
520 $a The present qualitative hermeneutic phenomenological study relied on the lived experiences of practicing leaders to understand how and the extent to which ethics inform leadership practice and, specifically, decision-making. Data for this study were gathered through in-depth interviews of 16 leaders of small to large non-profit organizations based in London, United Kingdom.
520 $a The findings of this study suggest that leaders do not see ethics as a moral science but as personal morality. They appear to have little understanding of the philosophy and theory of ethics. It appears that leaders internalize the goals of their organizations and make them a part of their own values. For them, the scope of ethics in leadership is limited to protecting the interests of the organization or its stakeholders. This research also suggests that the scope of ethics in leadership may be linked to where the leaders are in their career trajectory and the power of their positions. Further, the non-profit context appears to have a detrimental influence on the role of ethics in leadership practice.
520 $a This study highlights the relatively unique nature of leadership practice in the non-profit sector. Thus, it may be necessary for the existing leadership models to be adapted for this sector. More broadly, the dialectic of ethics and leadership requires more careful articulation, particularly in the non-profit context. From a practical perspective, there is a need to educate leaders in the philosophy and theory of ethics, without which their leadership practice could lead to serious consequences for the leaders and their organizations. Further, the governing bodies of organizations and executive leaders need to maintain a keen eye on the dominant values that guide the organization, because these values are absorbed and then reinforced by the leaders.
533 $a Electronic reproduction. $b Ann Arbor, Mich. : $c ProQuest, $d 2018
538 $a Mode of access: World Wide Web
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