Chapter 5: Ethics and leadership

Journal Article 5.1: Bormann, K.C. and Rowold, J. (2016) ‘Ethical leadership’s potential and boundaries in organizational change: a moderated mediation model of employee silence,’ German Journal of Human Resource Management, 30(3–4): 225–245.

Description: This study looks at four forms of employee silence (acquiescent, quiescent, prosocial and opportunistic silence) mediate the relationship between ethical leadership and affective commitment to change. It argues that ethical leadership lowers all four forms which in turn influence employees’ commitment to change initiatives.


Journal Article 5.2: Haney, A.B., Pope, J. and Arden, Z. (2018) ‘Making it personal: developing sustainability leaders in business,’ Organization & Environment. DOI: 10.1177/1086026618806201

Description: Sustainability challenges present organizations in many industries with the need to change. Leaders are critical to the process of becoming more sustainable, and yet leading change for sustainability requires new competencies. Learning at an individual level is central to developing new competencies; however, there has been limited focus to date in the literature on corporate sustainability on how leaders can learn to respond to sustainability challenges. This article focuses on how managers learn to become sustainability leaders in their organizations by exploring the phenomenon of experiential learning programmes.