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This chapter describes the business goals, purpose, and strategy of public defense and military services. It reinforces defense and military organizations’ fundamental bureaucratic administrative culture (Tier 1). The authors describe the influence that political appointees as leaders may play in shaping public sector cultures. The bureaucratic culture of diplomacy is deconstructed, and each of the five layers is described in detail. Additionally, the authors explain why focusing on the beliefs layer is the dominant layer and the essential starting point for analysis in military cultures. The public service culture (Tier 2) is a mediating and grounding culture for the military. It is firmly grounded in the foundational values of the state. The chapter outlines the landscape of external influencing cultures (Tier 3) in the defense and military landscape. Finally, the potential value and challenges of developing internal knowledge, learning, and collaboration (KLC) cultures are explored.

Although this chapter situates all violence against women as a human rights issue, it emphasises ‘culturalised’ forms of this violence, such as honour-based violence/abuse, forced marriage and female genital mutilation. The authors draw upon their respective research to highlight how these forms of gendered violence have been subjected to a process of culturalisation. The chapter shows that while this process has raised awareness of previously under-researched forms of abuse and highlighted some of the contextual differences between women’s experiences of violence more broadly, its overemphasis on culture and cultural pathology has resulted in policy and legislative responses that do not always benefit victims. Ultimately, this chapter aims to problematise ‘culturalised’ understandings of violence in diverse communities and to show how current policy, legislative and support responses fail to adequately address the intersectional needs of black and minority ethnic victims/survivors.¹

The purpose of this chapter is to build a new framework for understanding the antecedents of emotional well-being across different psychological states, situations, and cultural settings. In this regard, we develop propositions regarding causal relationships between self-uncertainty and emotional well-being in the context of social comparison and in two different culture types: dignity and honor.

Based on a literature review, this chapter connects empirical evidence in three areas of research. (1) self-uncertainty literature, (2) emotional well-being, and (3) cross-cultural psychology to propose a new conceptual framework for understanding the relationship between self-uncertainty and well-being across different cultural settings.

The main finding of this chapter is a model that explains how emotional well-being is comprised of three elements of the psychological state, situation, and culture. We seek to explain how and why different cultures and psychological states might have different effects on human emotions. We propose mediators in order to demonstrate how culturally determined notions of self-construal, self-worth, and social order mediate the relationship between self-uncertainty and emotional well-being.

We limited our theorizing to investigate only two broad culture types: honor and dignity. Clearly, there are many more nuances of national culture than this. In addition, our model limited to investigate the role of social comparison among other possible mechanisms to reduce the uncertainty.

The practical implication of our theory is that it enables leaders to gain a more holistic perspective of emotional well-being in their organizations. In particular, in international organizations, leaders have to pay attention to the cultural background of their employees. This, in turn, enables leaders to understand the antecedents of social comparison and emotional well-being in their employees.

This chapter proposes a holistic model that explains the simultaneous effects of different psychological states, situations, and cultures.

Discussions about the dignity of human beings often focus on violations of a person’s dignity that are performed by other persons. However, human beings can also violate their own dignity or at least they can expose it to a violation by others thoughtlessly or intentionally. In his Metaphysics of Morals, Kant states that ‘[o]ne who makes himself a worm cannot complain afterwards if people step on him’. Kant presupposes that persons can infringe or even forfeit their own dignity – for instance through servile behaviour – and that violating one’s own dignity is a violation of a duty towards oneself. Starting from the tension between dignity in terms of honour and worth in current debates and in Kant’s own thinking, as well as between understanding dignity as absolute or relational, I develop a comprehensive account of dignity as a duty to oneself. The author argues for a twofold obligation towards oneself to respect one’s own dignity: (i) a duty (as the necessity of an action done out of respect for the moral law) to respect one’s authority as an autonomous person in the Kantian sense; and (ii) beyond the Kantian framework – an obligation arising from the practical necessity that follows from one’s self-understanding as a self-determined, self-expressive individual personality in a socio-cultural context. Finally, the author outlines the consequences of the idea of ‘making oneself a worm’ for the concept of dignity in the realm of rights by discussing why, even though persons can behave like worms, others ought not to step on them.

Research confirms that leaders continue to struggle in earning followers’ trust, commitment, and organizational citizenship. The purpose of this paper is to explain the importance of the relationship between leader and followers as a covenant and to identify five roles of the leader that are necessary to be effective in creating the required relationship with followers to earn their trust in an increasingly competitive and complex market.

The approach of this paper is to present a summary of the nature of psychological contracts and to identify seven testable propositions about covenantal leadership and its ability to build trust and honor duties implied in psychological contracts of employees.

The authors explain how the five roles of the covenantal leader increase trust and examine each of these roles in identifying the importance of covenantal leadership in serving the modern leader.

This research reaffirms the importance of leaders understanding the often unarticulated perceptions of their employees in imposing moral duties and obligations on leaders and organizations.

The practical value of this paper lies in its insights about the importance of leaders understanding and honoring implied as well as stated duties, and in recognizing employee perceptions about their needs and the often unaddressed obligations of leaders and organizations.

The underlying assumptions of this paper are that leaders who seek to create greater commitment and higher performance can do so by seeking out, understanding, and honoring the implicit and explicit assumptions and expectations of their employees.

Covenantal leadership is a relatively new leadership model introduced by Moses Pava (2003) and the five roles of covenantal leadership have rarely been addressed as a leadership perspective in the scholarly and practitioner literature.

Although intimate partner violence (IPV) and “honor”-based violence (HBV) are major concerns throughout the world, little research has investigated the acceptance of these forms of abuse outside of the West. The purpose of this paper is to therefore respond to this gap in the literature by exploring attitudes toward HBV in a fictional depiction of IPV across four Asian samples: India, Iran, Malaysia and Pakistan.

Participants (n=579) read a hypothetical scenario in which a husband, despite his own marital infidelity, verbally abuses and physically assaults his wife after discovering that she has been unfaithful. Participants then completed a questionnaire that assessed perceptions of damage to the husband’s honor, approval of intimate partner HBV against the wife, and perceptions of both the victim-wife and the perpetrator-husband.

The findings revealed that more males than females, across all four nations, were endorsing of honor-adhering attitudes in response to the perceived threat to the husband’s reputation resulting from the wife’s infidelity. Additionally, of the four samples, Pakistani participants were the most approving and Malaysians least endorsing of honor-adhering attitudes.

The results are discussed in relation to studies of honor-adherence in Asian populations. This study provides an original glimpse into the perceptions of intimate partner HBV in these not-often sampled nationalities.

Interrelated conflict and transformation are associated with post World War II U.S. military. Conflicts within the command structure are depicted by military officers in their writings. Transformation, characterised by military sociologists as a process of “civilianisation,” has informed understanding over the past few decades. However, neither the officer‐writers‘ “close‐up” perspective nor, in retrospect, the sociologists’ sanguine formulations effectively interrelate structural transformation and conflicts in command. In this respect, these literatures suggest relevant analogies: officer‐writers reflect existential crisis not unlike many traditional peoples experiencing consequences of externally induced economic change; sociological characterisations of “civilianisation,” like those of “modernisation,” fail to account for adverse and conflictual consequences of such “development”. Both the “crisis in command” and sociological failures to explicate it may be related to political economy's transformation of the military. That is the argument entailed in this article.

The purpose of this paper is to define “beneficence” as a management concept that is the action associated with “benevolence” the intention. This paper explains how beneficence is a critical element for leaders in building trust. The authors identify how beneficence honors the ethical duties owed to followers and creates competitive advantage for organizations.

The approach of this paper is to present an extensive conceptual review of beneficence as it relates to leaders and managers and to suggest eight propositions identifying how beneficence can create competitive advantage.

The findings of this paper include eight propositions about beneficence as a source of competitive advantage.

The practical implications of this paper are for practitioners and scholars. This paper provides an opportunity for leaders to recognize the importance of translating good intentions into specific action in acting virtuously toward others. For scholars, this paper provides testable propositions for learning more about beneficence as a source of increased commitment, greater trust, and competitive advantage.

Although benevolence has been acknowledged to be a foundation of trustworthiness, benevolence is an attitude or intention. This paper explains the importance of beneficence as the action derived from benevolence as an attitude or intention to do that which benefits others.

The purpose of this paper is to propose a theoretical model that leverages the practical wisdom of the Panch-Kosa framework of yogic philosophy to develop an awareness of spirituality in the organization. It also provides quasi-quantitative empirical evidence to demonstrate its potential application.

A survey was designed and administered in four different organizations. Correlation, ANOVA and χ2 analysis were conducted to explore the applicability of the proposed framework.

The results indicate that values, as reflected in the physical aspects of an organization such as its logo, symbols and organizational elements characterized as “practice of Fair Governance” and “HR Effectiveness”, influence employee-related outcomes. Further, the study found that when there is a perfect “alignment” between an organization's intent to honor values and its corresponding actions, employees perceive the highest levels of holistic engagement.

This study has an implication on how to leverage practical wisdom from Hindu philosophy to enable individuals and organizations to transform to a higher level of consciousness.

The paper has ventured into an uncharted territory of integrating the yogic framework of Panch-Kosa to the organizational elements and has provided preliminary support for its applicability in organizations. Moreover, it operationalizes the notion of alignment between organization's value-centric strategy and actions and its impact on employee-related outcomes.

This case study may be used in the following academic courses: Theories of Leadership; Leadership and Leaders Organizational Leaders Roles; Management Skills Ethics and Governance; and Ethics and Management Entrepreneurial Management.

This case study may be used in the following academic programs: Bachelor's in Business Administration; Master of Science in Business Administration; and MBA Programs.

There is little doubt, if any, that values shape the decisions, behaviors and corporate moves that business managers and leaders make in their day-to-day operations. The following case study sheds light on the influence of personal values on individuals in leadership positions. To do so, concrete examples of observed behaviors, in cases where values have been honored and positive outcomes have been attained, will be reported. From hiring practices, contract bidding, compensation policies and/or customer service, the Ynna conglomerate group, a Moroccan holding corporation, has been led by a visionary who patiently started his life journey as a shepherd tending ewes, and decades later has emerged as an extraordinary business legend to emulate. Virtually all the decisions taken within his companies are influenced by his moral convictions and his values. Miloud Chaabi, listed in Forbes Magazine as one of the top 40 richest billionaires in Africa, is a principled and revered individual who has been spiritually leading his businesses in various sectors since 1948.

In general, the objective of the case study is to further enhance the understanding of leadership in general and values-based leadership in particular. The case study will assist students in developing their leadership-related skills through the discussion of a real-life situation and experience, and proposing solutions to a challenge face by the company in the area of leadership approaches. The case is designed to provoke and stimulate students' personal reflections about a particular approach of management, especially in a transition period.

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