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  This module is a resource for lecturers  

 

Advanced reading

 

The following readings are recommended for students interested in exploring the topics of this Module in more detail, and for lecturers teaching the Module:

  • Bazerman, Max H. and Ann E. Tenbrunsel (2011). Ethical breakdowns. Harvard Business Review, vol. 89, No. 4, pp. 58-65.
  • Bing, Stanley (2000). What Would Machiavelli Do? The Ends Justify the Meanness. New York: Harper Business.
  • Ciulla, Joanne B. (2005). The state of leadership ethics and the work that lies before us. Business Ethics: A European Review, vol. 14, No. 4, pp. 323-335.
  • Ciulla, Joanne B. (2014). Ethics, the Heart of Leadership. 3 rd ed. Santa Barbara, California: Praeger.
  • Coles, Robert (2000). Lives of Moral Leadership. New York: Random House.
  • Daft, Richard L. (2008). The Leadership Experience. 4 th ed. Stamford, CT: Cengage.
  • de Hoogh, Annebel H.D., and Deanne N. den Hartog (2009). Ethical leadership: the positive and responsible use of power. In Power and Interdependence in Organizations, Dean Tjosvold and Barbara Wisse, eds. Cambridge: Cambridge University Press.
  • Gentile, Mary C. (2012). Values-driven leadership development: where we have been and where we could go. Organization Management Journal, vol. 9, No. 3, pp. 188-196.
  • Johnson, Craig E. (2011). Meeting the ethical challenges of leadership: casting light or shadow. 4th ed. Thousand Oaks, CA: SAGE.
  • Northouse, Peter G. (2016). Leadership: Theory and practice. 7th ed. Thousand Oaks, CA: SAGE.
  • Treviño, Linda Klebe, Laura Pincus Hartman and Michael E. Brown (2000). Moral person and moral manager: how executives develop a reputation for ethical leadership. California Management Review, vol. 42, No. 4, pp. 128-142.
  • Watkins, Michael D. (2012). How managers become leaders. Harvard Business Review, vol. 90, No. 6, pp. 64-72.
 

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