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Failure of Ethical Leadership: Implications for Stakeholder Theory and “Anti‐Stakeholders”
Author(s) -
Hill Ronald Paul
Publication year - 2017
Publication title -
business and society review
Language(s) - English
Resource type - Journals
SCImago Journal Rank - 0.524
H-Index - 21
eISSN - 1467-8594
pISSN - 0045-3609
DOI - 10.1111/basr.12114
Subject(s) - stakeholder , variety (cybernetics) , harm , agency (philosophy) , public relations , terrorism , test (biology) , ethical leadership , perspective (graphical) , stakeholder theory , political science , business , sociology , law , paleontology , social science , artificial intelligence , computer science , biology
Leaders in a variety of organizations are beset by challenges that test their commitments to ethical behavior in interactions with stakeholders who make up their working environments. Situations that present themselves include complex management of expectations, people, and resources, which require novel solutions that also test the boundaries between right and wrong. Such conditions arose after the 9/11 terrorist attacks on the World Trade Center Twin Towers. President Bush asked the Central Intelligence Agency to round up persons who represented a continuing threat of harm to U.S. interests. What followed was a series of decisions and actions by a number of internal and external constituencies based on inaccurate reporting of treatment of and information gleaned from detainees. Lessons for understanding and avoiding resulting leadership ethical dilemmas and a novel stakeholder perspective are provided in the close.