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Article
Publication date: 12 June 2017

Cam Caldwell, Riki Ichiho and Verl Anderson

The purpose of this paper is to explore the ethical perspectives of leadership humility. Jim Collins, in his seminal work, Good to Great, noted that all great…

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Abstract

Purpose

The purpose of this paper is to explore the ethical perspectives of leadership humility. Jim Collins, in his seminal work, Good to Great, noted that all great organizations are led by “Level 5 leaders (L5Ls).” These leaders exhibit fierce resolve, but incredible humility. This paper examines the nature of humility and its assumptions associated with 12 frequently cited ethical perspectives. Humility builds high follower trust and commitment so often lacking in the modern organization. The paper identifies four practical contributions for scholars and leaders who seek to understand the role of humility in leadership effectiveness.

Design/methodology/approach

This paper is a conceptual paper which relies heavily on research from the current literature about leadership, trust, and humility.

Findings

This paper compares humility with 12 well-regarded ethical perspectives and presents humility as an ethically-relevant leadership construct that helps leaders to build trust, commitment, and followership.

Research limitations/implications

Because this paper is not an empirical study, it does not present research information, propositions, or hypotheses.

Practical implications

This paper suggests that leaders can be more effective if they come to understand the implicit ethical nature of leadership and the importance of humility in building trust.

Originality/value

Although Collins’ research about great organizations identified the importance of Level 5 leadership 15 years ago, very little has been written about the nature of humility as a leadership virtue. More importantly, this paper is among the first to identify the relationship between ethics and humility for L5Ls.

Details

Journal of Management Development, vol. 36 no. 5
Type: Research Article
ISSN: 0262-1711

Keywords

Article
Publication date: 8 May 2017

Verl Anderson and Riki Ichiho

The current criminal justice system is pledged to serve and protect society while preserving the rights of those who are accused. The purpose of this paper is to explore…

Abstract

Purpose

The current criminal justice system is pledged to serve and protect society while preserving the rights of those who are accused. The purpose of this paper is to explore the premise of “innocent until proven guilty” and examine whether this assumption truly prevails under the current criminal justice system, or be modified to accommodate a sliding continuum of virtuosity.

Design/methodology/approach

This paper is a conceptual paper which relies heavily on the current literature about criminal justice and related ethical issues.

Findings

The paper argues that today’s criminal justice system fails to meet the standards of the virtuous continuum and that those who oversee that system need to rethink how the system operates and is perceived by the public if they wish the criminal justice system to be perceived as just, fair, and ethically responsible.

Research limitations/implications

Because this paper is a conceptual paper it does not present research hypotheses.

Practical implications

This paper suggests that “virtue” and “ethics” must be the foundation upon which the criminal justice system is evaluated, and criminal justice must incorporate an ethical standard which is virtuous and fair to all parties and leaders who oversee that system must meet the standards suggested by the virtuous continuum.

Originality/value

This paper is among the first to identify the viewpoint of the virtuous perspective, moral perspective, amoral perspective, and immoral perspective in the criminal justice system.

Details

International Journal of Public Leadership, vol. 13 no. 2
Type: Research Article
ISSN: 2056-4929

Keywords

Content available
Article
Publication date: 8 May 2017

Cam Caldwell and Verl Anderson

1875

Abstract

Details

International Journal of Public Leadership, vol. 13 no. 2
Type: Research Article
ISSN: 2056-4929

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