Bus Eth ch3 ppt.ppt business ethics and corporate social responsibilities ppt
Improving Sustainability
1. Running head: A CALL FOR ETHICAL CORPORATE LEADERS 1
Mission Leadership Streamlines Ethical Corporate Behavior Improving Sustainability:
An Interdisciplinary Approach
Robin Oder
2. A CALL FOR ETHICAL CORPORATE LEADERS 2
Mission Leadership Streamlines Ethical Corporate Behavior Improving Sustainability:
An Interdisciplinary Approach
Introduction
The business community is littered with scandal and unethical practices causing
irreversible damage to the economy. The current financial crises put a global awareness to the
issue and lead to a two trillion dollar government bailout. Since January 2008, nearly 4.5 million
jobs have been lost, leaving workers and their families with unnerving challenges (Froman,
2010). Poor business leadership and questionable ethics are blamed for the worst global
financial market meltdown since the great depression (Lewis, Kay, Kelso, & Larson, 2010). In
the nearly 30 year history of Gallup Polls, there has been minimal change to public opinion
rating American business executives as low or very low in honesty and ethical standards
(Stevens, 2004). There is an immediate demand for ethical corporate leaders to embed trust and
integrity within internal business practices, creating a satisfying work environment conducive for
execution of the organizations mission statement, while ultimately stabilizing the overall
economy. The problem is extensive, complex, and demands attention. To elaborate further on
the subject, the disciplines of economics, business administration, and psychology will be
utilized to obtain a more comprehensive understanding of the issues.
Economics, one for all and all for one. The discipline of economics is a social science
related to how productive resources should be utilized to satisfy wants (Walstad & Bingham,
1999). This discipline will provide an opportunity to explore the impact of ethical leaders and
business practices to the global market. While an organizations policy and business practices
are specific in nature, it is imperative to establish the economic relationship and broader impact
3. A CALL FOR ETHICAL CORPORATE LEADERS 3
of market standards to the wealth of humankind. Haque (2011) describes a capitalism where
productive resources are valued and should be utilized sparingly to generate authentic value to
the economy. Minimizing economic harm through resource savings is embedded within the
commandments of the organization. The universal theme for future operations is geared toward
longevity and social responsibility for the planet, resources, and residents of society.
Business administration. The discipline of business administration focuses on
activities and practices geared toward profit generation. This subject will enhance
understanding related to corporate practices, organizations sustainability, and management
impact on the workforce culture. Obtaining an understanding of an organization’s mission
statement and the related internal processes is essential to ensuring ethical practices. Too often
the internal workings of an organization do not align with the mission statement; and practices
that are not adequately measured typically are not properly managed. (Crotts, Dickson, & Ford,
2005) Leadership roles and behavior set the tone for all employees, and ultimately the company
culture.
Psychology. The science of psychology explores behavior and mental processes
(“Psychology”, 2012), and will provide insight to behavior alterations that will achieve the
desired culture of an organization. Obtaining a better understanding of employee and corporate
motivations can aid in the development of procedures aligning internal practices with the
company’s mission statement. Virtuous organizations must have ethical leaders with the moral
courage to do the right thing, regardless of situational pressures (Froman, 2010). Trust will
ultimately alter the culture and facilitate workforce collaboration and citizenship.
4. A CALL FOR ETHICAL CORPORATE LEADERS 4
Purpose. Boix Mansilla (2005) defines the value of producing a cognitive advancement
using integrated perspectives from multiple relevant disciplines and leveraging the newly
created knowledge to solve for a complex problem. This approach will be applied to create a
corporate business environment that inspires ethical practices and promotes moral behavior
through strong leadership example. Ultimately the result will be a more sustainable
organization that positively impacts the global market and stabilize the economy.
Disciplinary Perspectives and Insights
The logical order of the disciplines is an essential element in the structure of this project.
The broadest discipline, economics, is examined to establish the impact of corporations and
professionals on the general public. Next, a narrower scope is provided by the discipline of
business administration, where internal practices and culture are driven by management and
profit. Lastly, an in-depth look into the science of psychology will illuminate knowledge
related to the individual behaviors and characteristics of ethical leaders resulting in a
trustworthy corporate hierarchy.
The Comprehensive Perspectives Model will administer the interdisciplinary approach
for this particular exercise (Repko, 2008). To obtain a broader understanding of the issues, the
subject of ethical leaders is examined using three relevant disciplines, and through integration
of insights an effective blueprint emerges allowing dedicated organizations to align the mission
statement, workforce culture, and internal business practices for a sustainable future. As
defined by Ceres (2012), sustainability is a long term corporate strategy that incorporates
environmental, social and economic impact of operations (http://www.ceres.org/).
5. A CALL FOR ETHICAL CORPORATE LEADERS 5
Economics, generating prosperity and wealth of a people. The scholarly articles
realized common ground related to the general lack of human or soft variables in conventional
economic focus, and admit moral and ethical practices are beneficial for stability. The common
economic mentality understands business is an efficiency producing machine, transferring
inputs into outputs through ownership, goals, and decision making (Tomer, 1998). Economics
struggle to critical factors such as spirit and leadership within an organization, leaving firms
over managed and requesting stronger leadership to energize the workforce toward the
institution’s collective mission (Tomer, 1998). The current financial crisis essentially forces
small and medium enterprises into a premature stage of decline and eventual death, while
transforming the behavior of economic agents and businessmen who influence employees
through decision making (Titu, Oprean, Bucur, & Nanu, 2009). The business community must
responsibly acknowledge the impact of operations to their surroundings. The economic variable
of the human feeling of happiness can only contain substance by achieving universal
understanding of the relationship between environment and self (Inoki, 2008). The cause and
effect phenomena initiated by economic practices ultimately cycles through society where the
results can be studied and quantified using calculations such as the Gross Domestic Product
(GDP). Hiccups or malicious actions do impact the global market and US economy in
significant ways, building awareness to absent moral and ethical leaders within excessively
managed business operations. Haque (2011) envisions a new generation of capitalism he calls
“constructive”, focused on building institutions with more authentic value and new foundations
allowing them to be a constructive participant in society. Haque (2011) explains, “And I believe
it’s a transformation every bit as epochal as the great leap from purely industrial capitalism to
6. A CALL FOR ETHICAL CORPORATE LEADERS 6
managerial/financial capitalism: vital for our continued prosperity, critical to a vibrant
economy, and probably even a little bit necessary to reclaim our humanity for the future of
humanity.” (p. 68) Building better institutions will require foundational changes to ensure
organizations practice what they preach.
Business administration, designing the mission and management practices.
Scholastic research disclosed a unified disconnect related to business leaders and the
organizations, and society in which they serve. The modern corporate capitalism encounters a
significant barrier due to leaders’ desire for individual success deferring work from the
centrality of moral business relationships (Knights & O’Leary, 2005). Restoring health to the
financial system would require an organization to accelerate initiatives toward an open, trusting,
democratic, and power-sharing environment shifting leadership perceptions to the entity’s
increased commitment to corporate social responsibility and ethical fiber (Jin, Drozdenko, &
DeLoughy, 2012). In light of the current financial challenges many large firms established
mission statements communicating the core values to public shareholders and employees.
While the majority mentions ideas of integrity and social responsibility, rarely do the aspirations
consistently align with the day to day business practices. In a recent study, management actions
did not correlate to mission statement reference of employees, customers or community;
mentioning stakeholders may be an attempt to manipulate the public into believing the firms
degree of stakeholder orientation (Barkus & Glassman, 2008). Actions such as this discredits
senior management’s desire to cultivate a culture of trust centered on a responsibility of ethical
behavior. Good ethics is considered good business. When leaders adopt a zero tolerance for
unethical behavior they help develop an ethical climate where the long run market impact of the
7. A CALL FOR ETHICAL CORPORATE LEADERS 7
entity’s reputation is a higher priority than any short term gain obtained through questionable
means (Mulki, Jaramillo, & Locander, 2008). Successful managers must be effective leaders to
tackle the daunting task of shifting the focus of a firm’s culture to emphasize moral behavior
while continuing to generate profit. Accomplishing this task would ensure stabilization for the
entity, society, and ultimately improve employee satisfaction and trust imperative to instilling
passion and spirit into the mission and collective goal.
Psychology, understanding human behavior and advocating culture change. A
literature review found concurrent opinions related to a focus of ethical behavior and the
associated benefits. Froman (2010) states, “In these times of economic upheaval, stress, and
uncertainty, great importance was given to the idea that organizations need to develop cultures
of virtue, cultures built around principles of integrity, ethics, trust, and respect” (p.68). Positive
leaders can inspire employees through example to achieve a desired behavior. Likewise, defiant
or shady acts of the organization can communicate general acceptance of negative behavior
from associated employees. A recent study found a significant correlation between an
employee’s perception of his or her employers’ corporate citizenship commitment contributing
to organizational cynicism, and employee deviance (Evans, Goodman, & Davis, 2011). Proven
ethical leadership has a positive relationship to organizational prestige and attractiveness for
potential talent (Strobel, Tumasjan, & Welpe, 2010). Once ethical leaders occupy key decision
making roles, acquiring like talent becomes easier, subordinates realign to higher standards,
and altering the corporate culture occurs over time. Adopting a mission statement that is geared
toward sustainability, and embedding it within every aspect of operations, builds unity through
a common goal. Ensuring the goal is visible at all levels of the organization will foster
8. A CALL FOR ETHICAL CORPORATE LEADERS 8
excitement for the mass objective. Employees at every position should not only know the
mission, but recognize it within day to day practices so they feel involved, engaged, and
important to the company. This will facilitate spirit and focus vital to motivation from the
boardroom to the mailroom.
Common Ground
Disciplinary insights are analyzed to determine areas of conflict and common ground
among the three social sciences in Table 1 (Oder, 2012a). This identifies fundamental variances
and agreement between core techniques and perspectives allowing for final integration and
cognitive advancement. Figure 1 (Oder, 2012b) correlates purpose of each discipline to
establish the ideal scope for an organization mission. In light of the current economic
conditions, it is essential for corporate America to align itself with the greater good of society.
Final Integration
Research purpose restated. The objective of this exercise is creating a cognitive
advancement using integrated perspectives from disciplines relevant to a complex problem, as
defined by Boix Mansilla (2005). The need for an energized, revived, ethical corporate
environment with strong leaders and a universal mission emerged from the disciplines explored.
The financial crises and current struggling economic condition, confirms the need to take
measures ensuring the organization acts in a manner that ultimately benefits, not only the
company and its direct stakeholders, but the economy as a whole. The mission statement of an
organization provides insight to what exactly the company wishes to accomplish through daily
business operations. Correlating that focus with the policies, practices, decisions, management
approach, and culture; while adding spirit and passion through unity of an integrated objective
9. A CALL FOR ETHICAL CORPORATE LEADERS 9
(mission statement), and a business paradigm driven by mission leadership emanate from the
process.
Integrative techniques. According to Repko (2008), there are a least five techniques
utilized for integration. First, theory expansion, which alters an original theory by adding
relevant factors impacting the issue for an adjusted, more specific theory. The second technique
is redefinition that seeks to find common meaning within relevant disciplines technical
vocabulary, and modify assumptions based on likeness discovered. Extension is yet another
useful technique that takes an idea from one discipline into another by addressing conflicting
concepts. The organization technique first finds common ground between the disciplines
redefining the meaning of a concept, then organizes the newly formed concept to establish
relationships. Finally, transformation utilizes opposing concepts and identifies like variables
among those concepts.
The organization technique was previously introduced within the logic of the order
related to the disciplines associated to this complex problem (Oder, 2012c). Economics is the
first discipline to be discussed due to the broad impact of unethical leaders on society as a
whole. The association between the current financial crisis and poor management enlightens an
avenue for improvement through integrated knowledge of the human variables historically
omitted from the economic perspective. While increased output and profit is an economic goal,
it must also be beneficial to the greater good or the added value becomes obsolete and
potentially destructive. To narrow the scope further, down the organizational level, the next
discipline is business administration. The activities within business shape a market, and
industry, one company at a time. Management roles are vital to company culture and ethical
10. A CALL FOR ETHICAL CORPORATE LEADERS 10
behavior within the organization, if leaders fail to appropriately focus on the corporate mission
and the global impact, the direct subordinates and fellow colleagues will discredit the effort and
the shareholders lose trust for the overall objective. The results are devastating, not only to the
company culture; but the industry and economy, deteriorating the purpose of business
operations and jeopardizing sustainability. It is only by leaders’ example that an organization
can accomplish, what it publicly announces the goal to be, the company mission statement. The
remaining discipline of psychology examines the topic on an individual level by exploring
human behavior and the task related impact on a business environment. Creating a culture with
a zero tolerance for unethical behavior is reliant on strong leadership. Energizing employees
through example requires leaders, and good leaders drive higher standards while earning trust of
peers and associated shareholders. Trust is an essential element during times of economic stress
and organizational change.
The redefinition technique will be utilized to advance this project further (Oder, 2012c).
A typical mold within the large corporate environment is function based and department
specific, geared toward maximizing the efficiencies within the realm of management
accountability. This approach does not facilitate common purpose, and realistically does not
allow for collaboration and collective energy imperative to achieving the organization mission
statement. According to Joiner (1994), “Optimizing separate pieces destroys the effectiveness
of the whole” (p. 28). By looping functional areas or business units, many companies try to
treat departments independent of each other (Joiner, 1994). Companies must evolve from
engaging in department or unit management solely; in order to achieve goals, foster unity, and
capitalize value added integrated knowledge. The business criteria and regulations of today
11. A CALL FOR ETHICAL CORPORATE LEADERS 11
changes quickly, while the large corporations struggle to adjust due to size and internal
disconnections. Resolving this obstacle requires embedding trust built from a unified, goal
oriented, ethical culture. This environment encourages cohesive rapid learning and knowledge
sharing that would catapult an institution into an innovative, highly adaptable, profit machine.
The new business paradigm management approach redefined to achieve such advancement is
Mission Leadership. A mission statement is highly visible to the public and shareholders alike.
It is the institutions aspirations, the goal, purpose, and ideal outcome of operations. It typically
includes such words as integrity, value, and/or excellence. Mission Leadership requires driven,
passionate, and highly ethical individuals to lead the team to strive for the same outcome with
passion, energy and focus.
Implementation. Haque (2011) concurs with the need to alter foundations, “Today’s
revolutionaries are institutional innovators: they’re reconceiving not just products, services or
business models, but the foundations they are grounded upon” (p 16). As defined by Boix
Mansilla (2005), after careful review of scholarly input the integrated result of this particular
exercise reveals not only a universal need for change, but a blueprint is created resulting in a
comprehensive approach to business. This approach would ultimately benefit the greater good
while improving the economy, corporate sustainability, and employee engagement. Mission
Leadership requires three key elements; a powerful mission statement, strong leaders to foster
culture and energy in the team, and an executive commitment to integrating at the task level
(Oder, 2012c). In 2002, George W. Bush said, “At this moment, America’s highest economic
need is higher ethical standards—standards enforced by strict laws and upheld by responsible
business leaders.” The time is now, and restructuring corporations internally to demand higher
12. A CALL FOR ETHICAL CORPORATE LEADERS 12
standards is the most direct path for immediate results. The question should not only be is it
lawful…the question should be, is it ethical (Oder, 2012c). Accept nothing less from the
personnel placed in decision making roles, and the impact to the company, industry, and
economy will be astronomical.
The first step to realizing Mission Leadership is placing key personnel into position.
Armed with the institutions mission statement as a foundation, policies must be reviewed to
ensure they align with the goal (Oder, 2012c). Embedding the mission statement in everything
will insist the workforce remains focused on the desired outcome of operations. This should not
be done only by department, or functional areas, allowing the mission to outline the process will
identify areas of disconnect and enable integration where functional operations overlap. Joiner
(2011) explains, “To achieve a balance, we must develop standards judiciously – where it
matter most – and treat them as living, breathing guidelines that can and must be constantly
improved. When effectively managed, standards provide the kind of foundation for
improvement demanded in today’s marketplace.” (p. 191).
Comparing policies to day-to-day practices at the task level will not only ensure they
adhere to the policies, but identify functional overlap, duplication, and inefficiencies. This step
is imperative to identifying existing barriers that jeopardize the mission by basing decisions on
monetary gain or historical business, as opposed to what is required for an ethical transaction.
This could be the most challenging step for institutions, but the damage is in the details. An
analysis of the tasks performed at every functional level will quickly reveal internal barriers to
the overall mission (Oder, 2012c). In aged industries such as real estate, there are many
managers that continue to do business as they have always done and refuse to evolve, seeing
13. A CALL FOR ETHICAL CORPORATE LEADERS 13
policies as additional red tape and obstructions, while preserving the ‘sacred cow’ mentality
devastating to progressive measures.
Corporations are extremely complex, and typically are reactionary as opposed to
proactive, challenged to change quickly with the business environment. Operations are diced
by department, or functional unit and each supporting system also builds barriers to knowledge
management. An integrated source of technology, providing accurate information consistently
across functional units is imperative for an organizations ability to adapt to change. Bill Gates
(1999) terms this source, “A Digital Nervous System”, where all data is integrated and reliable
information is produced from various operating systems. Bill Gates (1999) says, “Knowledge
management doesn’t even start with technology. It starts with business objectives and processes
and a recognition of the need to share information. Knowledge management is nothing more
than managing information flow, getting the right information to the people who need it so that
they can act on it quickly” (p. 238). Successful implementation of Mission Leadership will
enable a proactive approach, knowledge management is necessary to track and trend relevant
data as business changes require operational attention.
Finally, a focus to the fiduciary responsibility of the organization will verify the mission
integration at the task level. Building a creative and effective internal audit system and record
retention practice, allows for mission monitoring and long term survival. Steps must be taken to
ensure the organization is protected by appropriately documenting the results of contractual
obligations, lawful practices, and responsible business. While expectations are typically
outlined in the policies, record retention practices and internal audit is required to ensure the
institution is protected from internal wrong doing at all times from every level of operation. As
14. A CALL FOR ETHICAL CORPORATE LEADERS 14
with any culture, typically citizens in corporate business have morally sound characters,
however there are always a few whose motives are not in the best interest of the greater good.
For that reason, the role of devil’s advocate must be assumed to anticipate and protect against
malicious acts. The best tool is a structured internal audit process, creatively engineered,
administered timely, resulting in quality improvements. If a practice does not correlate with the
mission, determining the barrier and resolving the conflict to align with the mission, will
reiterate the demand for higher standards. This process will be highly visible to employees at
every level of operation, building trust, raising standards, and integrating the mission for a
unified culture. Only through a focus on results can an action add value, make sure every action
adds value to the mission.
Conclusion
Ceres (http://www.ceres.org/company-network/ceres-roadmap) explains, “Companies
and capital markets are center stage, and success will depend on their ability to place the Earth
and its people at the core of corporate strategies. It is a pivotal moment with enormous
opportunity and challenge – a moment that demands excellence in corporate leadership, vision
and innovation.” (p.6). The global focus on efforts such as Corporate Social Responsibility
(CSR) and sustainability are essential for the greater good, but it also enables prosperity for
generations to come. While the movement is picking up due to the current economic
challenges, reality reveals progression at the initial stages (Oder, 2012c). Much work is needed
in this area of corporate America. Organizations with a true commitment to the effort will
empower passionate, eager leaders with required resources to make a visible impact to behavior
in the boardroom, conference room, mailroom, and cafeteria. Short term profit margins will be
15. A CALL FOR ETHICAL CORPORATE LEADERS 15
impacted as resources are allocated to realizing sustainability; however the long term benefit of
good business is priceless. Mission leadership directly impacts six of the twenty key
expectations outlined in the Ceres Roadmap for Sustainability (Oder, 2012c). The benefits of
this approach penetrate deep within the organization allowing for the consistent ethical office
supply order, or the acquisition of a competitor. The common cause is the sustainable corporate
mission, and at the broadest scope is the greater good of humanity. The dedication of passionate
ethical leaders is essential for the much needed foundational change to business. Innovation and
commitment will ensure success.
16. A CALL FOR ETHICAL CORPORATE LEADERS 16
References
Introduction
Froman, L. (2010). Positive psychology in the workplace. Journal of Adult Development, 17(2),
59-69. doi:10.1007/s10804-009-9080-0
Lewis, V., Kay, K. D., Kelso, C., & Larson, J. (2010). Was the 2008 financial crisis caused by a
lack of corporate ethics?. Global Journal of Business Research, 4(2), 77-84.
http://libproxy.uta.edu:2066/login.aspx?direct=true&db=eoh&AN=1085713&site=ehost-
live
Stevens, B.B. (2004). The ethics of the US business executive: A study of perceptions. Journal
of Business Ethics, 54(2), 163-171. http://libproxy.uta.edu:2066/login.aspx?direct
=true&db=bth&AN=15216533&site=ehost-live
Economics
Haque, U. (2011). Capitalism, reconstructed. Corporate Knights Magazine, 35, 14-16
Walstad, W. & Bingham, R. (1999) Study guide to accompany McConnell and Brue
Microeconomics (14th ed.). Irwin McGaw-Hill. NewYork, NY
Business administration
Crotts, J. C., Dickson, D. R., & Ford, R. C. (2005). Aligning organizational processes with
mission: The case of service excellence. Academy of Management Executive, 19(3),
54-68. doi:10.5465/AME.2005.18733215
17. A CALL FOR ETHICAL CORPORATE LEADERS 17
Psychology
Froman, L. (2010). Positive psychology in the workplace. Journal of Adult Development, 17(2),
59-69. doi:10.1007/s10804-009-9080-0
Psychology. (2012). Dictionary.com free online dictionary for English definitions. Retrieved
from http://dictionary.reference.com/
Additional Sources
Boix Mansilla, V. (2005). Assessing student work at interdisciplinary crossroads. Change, 37(1),
14-21.
Disciplinary Insights
Economics
Haque, U. (2011). Capitalism, reconstructed. Corporate Knights Magazine, 35, 14-16
Inoki, T. (2008) Two or three problems concerning social stability and our measures of welfare:
What can economists learn from other social sciences? The Japanese Economic Review,
59(1), 1-16. doi:10.1111/j.1468-5876.2007.00444.x
Titu, M, Oprean, C., Bucur, V, & Nanu, D., (2009) The impact of the financial and economic
crisis on the behavior of organizations. Proceedings of the 20th International DAAAM
Symposium, ISSN 1726-9679, ISBN 978-3-901509-70-4
Tomer, J. F. (1998). Beyond the machine model of the firm, toward a holistic human model.
Journal of Socio-Economics, 27, 3, 323-340. http://libproxy.uta.edu:2066/login.aspx?
direct=true&db=bth&AN=942578&site=ehost-live
18. A CALL FOR ETHICAL CORPORATE LEADERS 18
Business administration
Bartkus, B. & Glassman, M., (2008) Do firms practice what they preach? The relationship
between mission statements and stakeholder management. Journal of Business Ethics, 83,
207-216. doi:10.1007/s10551-007-9612-0
Knights, D., & O'Leary, M. (2005). Reflecting on corporate scandals: The failure of ethical
leadership. Business Ethics: A European Review, 14(4), 359-366. doi:10.1111/j.1467-
8608.2005.00417.x
Jin, K., Drozdenko, R., & DeLoughy, S. (2012). The role of corporate value clusters in ethics,
social responsibility, and performance: A Study of Financial Professionals and Implications
for the Financial Meltdown, Journal of Business Ethics. doi: 10.1007/s10551-012-1227-4.
Mulki, J., Jaramillo, J., &Locander, W. (2009) Critical role of leadership on ethical climate and
salesperson behaviors, Journal of Business Ethics. 86, 125-141, doi: 10.1007/s10551-008-
9839-4
Psychology
Evans, W., Goodman, J. & Davis, W. (2011) The impact of perceived corporate citizenship on
organizational cynicism, OCB, and employee deviance. Human Performance, 24,
79-97, doi: 10.1080/08959285.2010.530632
Froman, L. (2010). Positive psychology in the workplace. Journal of Adult Development, 17(2),
59-69. doi:10.1007/s10804-009-9080-0
Strobel, M., Tumasjan, A., & Welpe, I., (2010) Do business ethics pay off/ The influence of
ethical leadership on organizational attractiveness. Journal of Psychology, 218, 213-224,
doi: 10.1027/0044-3409/a000031
19. A CALL FOR ETHICAL CORPORATE LEADERS 19
Additional Sources
Repko, A. (2008). Interdisciplinary research: Process and theory. Thousand Oaks, CA: Sage.
Ceres (2010) The 21st century corporation: The Ceres roadmap for sustainability. Retrieved from
Ceres website: http://www.ceres.org/company-network/ceres-roadmap
Common Ground
Oder, R.M. (2012a). Conflict and Common Ground a Call for Ethical Leadership [Table 1].
Oder, R.M. (2012b). Common Purpose: Essential Scope of the Corporate Mission Statement
[Figure 1].
Final Integration
Boix Mansilla, V. (2005). Assessing student work at interdisciplinary crossroads. Change, 37(1),
14-21
Joiner, B. L. (1994). Fourth Generation Management. New York, NY: McGraw-Hill, Inc.
Oder, R.M. (2012b). Common Purpose: Essential Scope of the Corporate Mission Statement
[Figure 1].
Oder, R.M. (2012c). Corporate Mission Leadership; Relevant Variables & Integrative Design.
Repko, A. (2008). Interdisciplinary research: Process and theory. Thousand Oaks, CA: Sage.
Implementation
Boix Mansilla, V. (2005). Assessing student work at interdisciplinary crossroads. Change, 37(1),
14-21
Bush, G.W. (2002, July 9). Corporate responsibility speech. Retrieved from Value Quotes
website: http://www.valuequotes.net
Gates, B. (1999). A Digital Nervous System. New York, NY: Warner Books, Inc.
20. A CALL FOR ETHICAL CORPORATE LEADERS 20
Haque, U. (2011). Capitalism, reconstructed. Corporate Knights Magazine, 35, 14-16
Joiner, B. L. (1994). Fourth Generation Management. New York, NY: McGraw-Hill, Inc.
Oder, R.M. (2012c). Corporate Mission Leadership; Relevant Variables & Integrative Design.
Conclusion
Ceres (2010) The 21st century corporation: The Ceres roadmap for sustainability. Retrieved from
Ceres website: http://www.ceres.org/company-network/ceres-roadmap
Oder, R.M. (2012c). Corporate Mission Leadership; Relevant Variables & Integrative Design.
21. A CALL FOR ETHICAL CORPORATE LEADERS 21
Table 1.
Conflict and Common Ground a Call for Ethical Leadership (Oder, 2012a)
Discipline Conflict Common Ground
Economics & Business Economic scholars’ process Both acknowledge an essential
use mathematical calculations need for increased ethical
Administration employing a small number of behavior to stabilize the
variables to accommodate a economy enabling society to
broad scope of society’s pull through the current
productivity as a whole unit. economic crisis. An
Business Administration organization’s mission
scholars recognize the statement should be
challenges caused by leader’s identifiable within day to day
desire for individual success. practices.
Business Administration & Business managers with self- Disciplines concur,
serving motivations fail to leadership is the key to
Psychology realize the impact of their transforming company culture
actions on the behavior of and behavior modification is
subordinates. Psychology achieved through strong
focuses on perception and the ethical and moral example.
associated impact to behavior.
Psychology & Economics Economic scholars struggle to Integrated knowledge of social
quantify the human factors. sciences was historically
omitted from scholarly
research, disabling the ability
to achieve true understanding
of the value of ethical
leadership.
Universal agreement among chosen material; ethical leaders and integrated knowledge, are key
to a successful future.
22. A CALL FOR ETHICAL CORPORATE LEADERS 22
Figure 1. Common Purpose: Essential Scope of the Corporate Mission (Oder, 2012b)
Moral & Ethical Principle
Economic Focus
*Impact to Society & Community *Wealth/Output Creation *Efficient Productivity (KPI)
*Realize Policy, Process, Creative Internal Audit and Continuously Evolve
Business Responsibility
*Cultivate Culture thru Leadership *Practices Correlate with Policy
*Ensure Accountability *Fiduciary Obligation *Measure Performance
*Evaluate and Adjust
Spirit & Passion Psychological Considerations Motivation &
Organization – Task - Individual Influence
*Characteristics & Moral Value
*Human Variables & Unity
Successful Workforce
E n a b l i n g OAppendixl P e r f o r m a n c e
ptima
23. A CALL FOR ETHICAL CORPORATE LEADERS 23
Appendix
Corporate Mission Leadership;
Relevant Variables & Integrative Design (Oder, 2012c)
{PowerPoint}