Leading and Following (Un)ethically in Limen

e Cunha, MP; Guimarães-Costa, N; Rego, A; Clegg, SR

Leading and Following (Un)ethically in Limen

e Cunha, MP Guimarães-Costa, N Rego, A Clegg, SR

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Publication Type:: Journal Article
Citation:: Journal of Business Ethics, 2010, 97 (2), pp. 189 - 206
Issue Date:: 2010-12-01

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Field	Value	Language
dc.contributor.author	e Cunha, MP	en_US
dc.contributor.author	Guimarães-Costa, N	en_US
dc.contributor.author	Rego, A	en_US
dc.contributor.author	Clegg, SR https://orcid.org/0000-0001-6083-4283	en_US
dc.date.issued	2010-12-01	en_US
dc.identifier.citation	Journal of Business Ethics, 2010, 97 (2), pp. 189 - 206	en_US
dc.identifier.issn	0167-4544	en_US
dc.identifier.uri	http://hdl.handle.net/10453/15819
dc.description.abstract	We propose a liminality-based analysis of the process of ethical leadership/followership in organizations. A liminal view presents ethical leadership as a process taking place in organizational contexts that are often characterized by high levels of ambiguity, which render the usual rules and preferences dubious or inadequate. In these relational spaces, involving leaders, followers, and their context, old frames may be questioned and new ones introduced in an emergent way, through subtle processes whose evolution and implications may not be easy to grasp even by those participating in them. © 2010 Springer Science+Business Media B.V.	en_US
dc.relation.ispartof	Journal of Business Ethics	en_US
dc.relation.isbasedon	10.1007/s10551-010-0504-3	en_US
dc.subject.classification	Applied Ethics	en_US
dc.title	Leading and Following (Un)ethically in Limen	en_US
dc.type	Journal Article
utslib.citation.volume	2	en_US
utslib.citation.volume	97	en_US
utslib.for	1503 Business and Management	en_US
utslib.for	1505 Marketing	en_US
utslib.for	2201 Applied Ethics	en_US
dc.location.activity	Sydney, Australia
pubs.embargo.period	Not known	en_US
pubs.organisational-group	/University of Technology Sydney
pubs.organisational-group	/University of Technology Sydney/Faculty of Business
pubs.organisational-group	/University of Technology Sydney/Faculty of Business/Management Discipline
utslib.copyright.status	closed_access
pubs.issue	2	en_US
pubs.publication-status	Published	en_US
pubs.volume	97	en_US

Abstract:

We propose a liminality-based analysis of the process of ethical leadership/followership in organizations. A liminal view presents ethical leadership as a process taking place in organizational contexts that are often characterized by high levels of ambiguity, which render the usual rules and preferences dubious or inadequate. In these relational spaces, involving leaders, followers, and their context, old frames may be questioned and new ones introduced in an emergent way, through subtle processes whose evolution and implications may not be easy to grasp even by those participating in them. © 2010 Springer Science+Business Media B.V.

Please use this identifier to cite or link to this item:

http://hdl.handle.net/10453/15819