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Understanding ethical failures in leadership / Terry L. Price.

By: Material type: TextTextSeries: Cambridge studies in philosophy and public policyPublisher: Cambridge ; New York : Cambridge University Press, 2006Description: xiii, 224 pages ; 24 cmContent type:
  • text
Media type:
  • unmediated
Carrier type:
  • volume
ISBN:
  • 0521837243
  • 9780521837248
  • 0521545978
  • 9780521545976
Subject(s): DDC classification:
  • 174.4 22
LOC classification:
  • HF5387 .P736 2006
Contents:
1. Volitional and cognitive accounts of ethical failures in leadership -- 2. The nature of exception making -- 3. Making exceptions for leaders -- 4. Justifying leadership -- 5. The ethics of authentic transformational leadership -- 6. Change and responsibility -- 7. Ignorance, history, and moral membership.
Review: "Why do leaders fail ethically? In Understanding Ethical Failures in Leadership, Terry L. Price uses a multidisciplinary approach to understand leader immorality in the public, private, and non-profit sectors. He argues that leaders often know that a certain kind of behavior is generally required by morality but are nonetheless mistaken as to whether the relevant moral requirement applies to them in a particular situation and whether others are protected by this requirement." "Price shows how leaders make exceptions of themselves, explains how the justificatory force of leadership gives rise to such exception making, and develops normative prescriptions that leaders should adopt as a response to this feature of their moral psychology."--BOOK JACKET.
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Includes bibliographical references (pages 201-212) and index.

1. Volitional and cognitive accounts of ethical failures in leadership -- 2. The nature of exception making -- 3. Making exceptions for leaders -- 4. Justifying leadership -- 5. The ethics of authentic transformational leadership -- 6. Change and responsibility -- 7. Ignorance, history, and moral membership.

"Why do leaders fail ethically? In Understanding Ethical Failures in Leadership, Terry L. Price uses a multidisciplinary approach to understand leader immorality in the public, private, and non-profit sectors. He argues that leaders often know that a certain kind of behavior is generally required by morality but are nonetheless mistaken as to whether the relevant moral requirement applies to them in a particular situation and whether others are protected by this requirement." "Price shows how leaders make exceptions of themselves, explains how the justificatory force of leadership gives rise to such exception making, and develops normative prescriptions that leaders should adopt as a response to this feature of their moral psychology."--BOOK JACKET.

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