Building ethical leadership: Best practice for better leaders

Abstract

Purpose

This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies.

Design/methodology/approach

This briefing is prepared by an independent writer who adds his/her own impartial comments and places the articles in context.

Findings

There is a theory that in a world of 24-hour news cycles, saturated social media use and ever-quicker turnover of news stories, it is easier to evade the consequences of leadership failure than it has been in times before. The reason given for this phenomenon is that while the white heat of suspicion, outrage and anger glows brighter now than ever before through the multitude of channels available, it also blows out much more quickly as the world moves on to the next scandal, disaster or news event. Indeed, if a given person or organization finds themselves in the spotlight, they are now much better equipped to shift its gaze themselves by creating a diversion elsewhere.

Practical implications

This paper provides strategic insights and practical thinking that have influenced some of the world’s leading organizations.

Originality/value

The briefing saves busy executives and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy-to-digest format.

Citation

(2020), "Building ethical leadership: Best practice for better leaders", Development and Learning in Organizations, Vol. 34 No. 3, pp. 47-49. https://doi.org/10.1108/DLO-11-2019-0269