Joanne B Ciulla

This address uses the question “Is business ethics getting better?” as a heuristic for discussing the importance of history in understanding business and ethics. The paper uses a number of examples to illustrate how the same ethical problems in business have been around for a long time. It describes early attempts at the Harvard Business School to use business history as a means of teaching students about moral and social values. In the end, the author suggests that history may be another way to teach ethics, enrich business ethics courses, and develop the perspective and vision in future business leaders.

In this paper I argue that a greater understanding of the part of ethics in leadership will improve leadership studies. Debates over thedefinition of leadership are really debates over what researchers think constitutes good leadership. The ultimate question is not “What is leadership?” but “What is good leadership?” The word good is refers to both ethics and competence. Research into leadership ethics would explore the ethical issues of current leadership research, serve as a critical study of the field, analyze and expand normative theories of leadership, and develop new theories, research questions and ways of thinking about leadership.

The job of a leader includes caring for others, or taking responsibility for them. All leaders face the challenge of how to be both ethical and effective in their work. This paper focuses on the requirement that leaders be present to care for their followers in times of crisis. It examines the story of Nero playing his fiddle while Rome burns. This is a tale that has been repeated in various forms by ancient historians and modern writers. The fact that the story gets repeated through the ages tells us about the kind of care that people expect from their leaders.

In today's business world, ethics is not simply a peripheral concern of executive boards or a set of supposed constraints on free enterprise. Ethics stands at the very core of our working lives and of society as a whole, defining the public image of the business community and the ways in which individual companies and people behave. What people do at work--and how they think about work--determines their attitudes and aspirations, affecting and even structuring their personal lives and habits. Working from this premise, Honest Work: A Business Ethics Reader provides a practical overview of business ethics that concentrates on the ethical problems and dilemmas students are most likely to face in their prospective work environments. Classic and recent articles and cases cover a broad spectrum of issues and concerns--from private ethical dilemmas to larger considerations of corporate values--and propose guidelines for thinking about the business world in a moral context. Each reading and case is followed by lively questions for discussion. Offering a welcome alternative to the impersonal tone of most business ethics texts, the editors address students in an appealing and conversational manner. They provide engaging chapter introductions that include personal narratives and also present the ideas of great philosophers in a unique way--as emails. Ideal for introductory undergraduate and MBA courses in business ethics, Honest Work: A Business Ethics Reader can be read as a coherent narrative but also offers instructors great flexibility, as its various chapters, readings, and cases can be pursued in almost any order. A Companion Website featuring chapter objectives and summaries, study questions, self-tests, and off-site links of interest will soon be available. An Instructor's Manual with Test Bank is available to adopters

In this paper I argue that a greater understanding of the part of ethics in leadership will improve leadership studies. Debates over the definition of leadership are really debates over what researchers think constitutes good leadership. The ultimate question is not "What is leadership?" but "What is good leadership?" The word good is refers to both ethics and competence. Research into leadership ethics would explore the ethical issues of current leadership research, serve as a critical study of the field, analyze and expand normative theories of leadership, and develop new theories, research questions and ways of thinking about leadership

In “Moral Imagination and the Search for Ethical Decision-Making,” Patricia H. Werhane observes that people and institutions sometimes do unethical things because they have a narrow perspective on their situation and little in the way of moral imagination. She defines moral imagination as “an ability to imaginatively discern various possibilities for acting in a given situation and to envision the potential help and harm that are likely to result from a given action.” Werhane’s paper focuses on how the conceptual schemes of people and organizations hinder the exercise of moral imagination. She develops two key concepts for understanding moral imagination, memory or moral amnesia and empathy. Both of these give us a better picture of how imagination bridges the gap between moral principles and actions.

This paper will discuss the uncertainty of job tenure, inequality of wages in American business, and the challenges for a creating a new social and moral compact between employer and employee. I begin by arguing that business ethics scholars missed some of the disturbing trends in management thinking because they often focused on current problems in business rather than questioning some of the basic assumptions about the way businesses are managed. As Rochefoucauld observed (albeit in a different context) we were overtaken by the evils of the present and I would argue, this was because we didn’t pay attention to the past. Business ethics research, like management research, is often ahistorical and hence tells only part of the story. If we don’t know how we got to a certain problem, it’s really difficult to see where the present problem and our solutions to it might lead us.

In some ways it is more important to understand why it is difficult for leaders to be ethical than it is to understand how to be an ethical leader. By being aware of the common temptations and moral pitfalls of leadership, leaders are better able to avoid them. Like all areas of applied ethics, leadership has its own set of problems that stem from the roles leaders play and their relationship and responsibilities to followers and others. Moreover, leadership is ethically challenging because it and requires control of the self, the ego, and the use of power. This article examines some of the aspects of leadership that make it ethically difficult.