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The purpose of this paper is to review the links between ethics, leadership and psychology, and to introduce the papers for the special issue of the Journal of Management Development.

The paper provides a conceptual review of issues attached to research in the field of responsible leadership psychology.

Individual organisational members affect and are affected by the organisation's collective psyche, and all are potential leaders; therefore, all should care about their “inner life” and reflect on the interrelationships between their ethical responsibility, their psychological world, and their interaction with others.

The paper shows that self‐enquiry and understanding the unconscious influences on ego‐consciousness are essential for nurturing ethical awareness and responsible action as leaders, followers and more generally as organisational agents.

To reminisce about my entrepreneurial career with appropriate self-importance, I might note that I have helped create companies and jobs. This contributes in a small way to economic growth. Economic growth is, however, an often illusive concept to characterize. Job growth is an essential component of a dynamic, innovative process. In the late 1970s jobs growth research suggested that the vast majority of new jobs are created by small business formation. Such empirical research is difficult to support with theoretical constructs. Classic macroeconomics analysis discounts size-offirm as irrelevant. Entrepreneurial contribution is therefore difficult to assess.

The purpose of this study is to discuss the advantages and challenges of using virtuous language in business.

This paper is a theoretical exploration based on a literature review and philosophical analysis that uses a quantitative study from the Boston Consulting Group (BCG) as its starting point.

This study argues that neo-Aristotelian leadership and positive leadership explain why companies whose financial filings use value-laden language that stresses the higher purpose of the organisation to outperform companies whose reports use the language of profit maximisation. While neo-Aristotelian leadership is based on Aristotle’s Rhetoric, positive leadership is primarily influenced by research results from Positive Psychology and Positive Organizational Scholarship. The two approaches to leadership highlight something that conventional business research largely ignores, namely, the role of values as drivers of human behavior and the importance of character in leadership. Both research streams indicate that it is possible for organisations to do well and do good because they are seen as groups of value-driven individuals. Thus, using virtuous/positive communication is a possible means to do well financially and to (re-)humanize the business world of tomorrow.

The BHI study investigates the outcomes of written language only; thus, it does not consider oral communication. Moreover, there is no “perfect level” of virtuous language in corporate environments. We should not expect the same precision in ethics as in mathematics.

By way of explaining how to best use virtuous language in a business context, this study helps business practitioners to do good and well.

This study offers a pathway to (re-)humanize tomorrow’s world of business, which is once again subjugating humanity to imagined technological imperatives.

By deliberating the benefits and possible downsides of using virtuous language in a business environment, this paper advances a topic that has recently gained considerable attention but is still in need for more research.

el propósito de este estudio es discutir las ventajas y desafíos de usar el lenguaje de la virtud en los negocios.

este artículo es una exploración teórica basada en una revisión de la literatura y análisis filosófico que utiliza un estudio cuantitativo del Boston Consulting Group (BCG) como su punto de partida.

este estudio sostiene que el liderazgo neo-aristotélico y el liderazgo positivo explican por qué las empresas cuyas declaraciones financieras utilizan un lenguaje cargado de valor que enfatiza el propósito superior de la organización superan a las empresas cuyos informes utilizan el lenguaje de la maximización de beneficios. Mientras el liderazgo neo-aristotélico se basa en la retórica de Aristóteles. El liderazgo positivo es principalmente influenciado por los descubrimientos de la Psicología Positiva y la Teoria Organizacional Positiva. Los dos enfoques del liderazgo destacan algo que la investigación empresarial convencional ignora, a saber, el papel de los valores como impulsores del comportamiento humano y la importancia del carácter en liderazgo. Ambas corrientes de investigación indican que es posible que las organizaciones hagan el bien y que les vaya bien al mismo tiempo, justo porque son vistos como grupos de individuos impulsados por valores. Por lo tanto, usar la comunicación virtuosa / positiva es un medio que permite hacer el bien financieramente hablando y para (re) humanizar el mundo empresarial de mañana.

el estudio BHI investiga los resultados del lenguaje escrito solamente; por tanto, no considera la comunicación oral. Además, no existe un "nivel perfecto" de lenguaje virtuoso en entornos corporativos. No deberíamos esperar la misma precisión en ética que en matemáticas.

a modo de explicación de cómo utilizar mejor el lenguaje virtuoso en un contexto empresarial, este estudio ayuda a los empresarios a entender mejor la relación entre hacer el bien y que les vaya bien a sus organizaciones.

este estudio ofrece un camino para (re)humanizar el mundo empresarial del mañana, que una vez más está sometiendo a la humanidad a imperativos tecnológicos imaginados.

deliberando sobre los beneficios y las posibles desventajas de usar un lenguaje virtuoso en un entorno empresarial, este documento presenta un tema que recientemente ha recibido considerable atención pero que necesita de más investigación.

o objetivo deste estudo é discutir as vantagens e os desafios do uso da linguagem virtuosa nos negócios.

Este artigo é uma exploração teórica baseada em uma revisão da literatura e análise filosófica que usa um estudo quantitativo do Boston Consulting Group (BCG) como ponto de partida.

Este estudo argumenta que a liderança neo-aristotélica e a liderança positiva explicam por que as empresas cujas demonstrações financeiras usam uma linguagem carregada de valor que enfatiza o propósito superior da organização de superar as empresas cujos relatórios usam a linguagem da maximização de benefícios. Enquanto a liderança neo-aristotélica é baseada na retórica de Aristóteles. A liderança positiva é influenciada principalmente pelos resultados da pesquisa da Psicologia Positiva e do Estudo Organizacional Positivo. Ambas as abordagens da liderança destacam algo que a pesquisa convencional de negócios ignora, a saber, o papel dos valores como motores do comportamento humano e a importância do caráter na liderança. Ambos os fluxos de pesquisa indicam que é possível que as organizações façam bem e que façam bem porque são vistas como grupos de indivíduos movidos por valores. Portanto, usar a comunicação virtuosa / positiva é um meio de fazer o bem financeiramente e (re) humanizar o mundo dos negócios do amanhã.

O estudo BHI investiga apenas resultados de linguagem escrita; portanto, não considera a comunicação oral. Além disso, não existe um "nível perfeito" de linguagem virtuosa em ambientes corporativos. Não devemos esperar a mesma precisão na ética que na matemática.

Por meio da explicação de como usar da melhor forma a linguagem virtuosa em um contexto de negócios, este estudo ajuda os empreendedores a fazer o bem e melhor.

Este estudo oferece um caminho para (re) humanizar o mundo empresarial do amanhã, que mais uma vez está submetendo a humanidade a imperativos tecnológicos imaginários.

deliberando sobre os benefícios e as desvantagens potenciais do uso de linguagem virtuosa em um ambiente de negócios, este artigo apresenta um tópico que recentemente recebeu atenção considerável, mas precisa de mais pesquisas.

The purpose of this paper is to investigate the role of shame in entrepreneurship. Extant research in relation to the entrepreneurial process has tended to concentrate upon the entrepreneur as hero and other positive aspects of the process. Consequently, the darker sides of the entrepreneurial personality and enterprise culture such as the role of shame remain a relatively under researched facet of entrepreneurship theory. Despite this dearth of actual empirical studies, the negative aspects of entrepreneurial behaviour associated with the “flawed hero model of entrepreneurship” are implicitly understood. These negative aspects include hubris, tragedy, narcissism, over‐stretching, hedonism, personality disorders, status anxiety, self‐centeredness, destructive relationships, alcoholism, suicide and the most heinous of all, business failure.

The paper considers the deeply social phenomenon of shame on the entrepreneur and his or her world by developing a conceptual model of shame. The social script of shame is analysed as found in novels and as found in real life newspaper reports of such epic tragedies, using a chosen methodology of narrative analysis.

The world portrayed in narrative is very much a “man's world” in which shame is a personal construct, a penance to be endured or ended and in the process a narrative script is developed. Shame is a deeply personal cognitive emotion easier to study in narrative than in person. From the stories of flawed heroes we construct a holistic model of possible entrepreneurial trajectories that take cognisance of wellbeing issues and cover the unspoken events that occur after a fall from grace. But why should we expect the story to end with the entrepreneur in crisis staring into the abyss?

Little previous work has been undertaken to explore entrepreneurial shame using both the entrepreneurship literature and narrative analysis.

Reports the conclusions of a study involving in‐depth interviews with 18 business leaders, focusing on the qualities and skills they felt to be essential for success in directing and guiding a large organization. These qualities include the ability to make sense of a complicated pattern of events and from this formulate clear goals for the organization; people and communication skills; integrity; drive and ambition. In selecting others, as potential future leaders and high‐flyers, this group of current leaders used the following criteria. There was high agreement that proven track record was vital, both as an indicator of future performance and to establish credibility. Another important characteristic is the ability to take an independent (even unpopular) line, and defend it. As could be predicted, interpersonal skills, team orientation, commitment and motivation were also seen as important.

To pronounce any environment permanently turbulent is as silly as calling it permanently stable. Environments are always changing in some dimensions while remaining stable in others.

This paper aims to review some trends in global corporate citizenship branding stories and consumer values. The focus is on the triple bottom line and teamwork in organisations.

Some implications for the individual employee's occupational citizenship and the development of emotional regimes in teams are considered. A suggested alternative triple bottom line is proposed. The other elements of the “triple bottom line” are not neglected but nested within the typical interpretation of three Ps as an emergent alternative triple bottom line.

This alternative triple bottom line involves a set of emotional and identity issues spiralling around the nature of the emotional relationship that various stakeholders have with any particular organisation's brand story. It is suggested that there is a convergence of values around key issues of consumer ethics, corporate citizenship and sustainability relating to personal as well as product image.

This paper suggests that in the twenty‐first century sustainability will be better secured when organizations begin to seriously address their own emotional ecologies. A set of ten practical steps that could be taken are briefly outlined.

This paper considers the relatively under‐researched topic of emotional aspects of sustainability and specifically applies this to work carried out on MBA teams.