Este módulo é um recurso para professores
Para os interessados em explorar o tópico com mais detalhes, recomenda-se a leitura adicional a seguir:
- 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.