Ethical Leadership

Developing a Moral Mindset

Edited by:
Timothy Ewest, Houston Baptist University

A volume in the series: Research in Management. Editor(s): Timothy Ewest, Houston Baptist University.

Call for Chapter Proposals

The importance of developing leaders within organizations is generally assumed, and explicitly demonstrated by the overwhelming financial investment in leadership development training, estimated to be at 50 billion dollars annually, far out pacing other forms of organizational training (Prokopeak, 2018). Broadly, the primary goal of leadership training is to enhance human capital (Day, 2001; Lepak & Snell, 1999) as a means to better enhance employee skills that contribute to the value creation process (Collins, 2001; Kanaga & Lafferty,2010; Murphy & Riggio, 2003). McCauley, et al, (2010) suggest that organizations engage in leadership development for one of three reasons: Performance improvement, succession management and organizational change, which often precludes ethical considerations. In example, Bird (2013) surveyed the existing global leadership literature and found over twenty authors who recommended 160 content domain areas regarded as necessary for global leadership competencies. Out of the 160 global leadership capacities there are only six competencies that could be considered ethical. The result is that ethical considerations regarding leadership training and developing are given only tacit consideration.

Add to this the widely held assumption that adequate ethical leadership attained as soon as a person has a patent understanding of the desired normative leadership principle(s) and their corresponding behavior(s), then acts accordingly. Specifically, this assumption ignores the willingness and ability of the leader derived from the leader’s formative experiences, the need for moral development, and finally, has no direct reference to the multiple philosophical grounding metaethics, which justifies normative ethical beliefs and behaviors. (Janson, 2008; McDermott, Kidney & Flood, 2011). Since this assumption is replete within ethical leadership theories, any investigation into antecedents are marginalized and there is a scant amount of literature on leadership development, and even less literature on ethical leadership development (Hasnas, 1998; Smith, 2009).

This publication intends to address these concerns. The book is guided theatrically by Veatch (2016) who suggests that ethical dialogue should include the particulars of a situation, normative principles, as well as metaethical considerations. And, this book is guided methodologically by Potter (1972) and Day (1991) who suggest that moral reasoning should involve an accurate depiction of the ethical situation, followed by analysis and consummated by an ethical decision. To accomplish this, these chapters will follow the following format.

The chapters generally must adhere to the following content guidelines.

Section one of the chapter should orient the reader to the history of the economic sector in which the organization competes. Next, this section should provide a short history of the various types of ethical issues organizations and their leaders have had to face. As a guide, the introduction should be no longer than 600 words, of course deference is given to the author’s discretion.

Section two of the chapter is a case narrative. This narrative must be written as a balanced, unbiased and factually grounded narrative of the ethical problem. The case narrative is devoid of ethical judgments, inferences and prospective resolutions. The narrative should consider the leaders, followers, organizational culture, and other involved agents that are pertinent to understanding the ethical contextual situation. This section of the paper should be between 3500 and 4500 words.
Section three of the chapter should contain the following elements. This section should provide an explanation of the ethical dilemma or decision that needs to be considered as was presented in narrative format in section two. Next, the ethical dilemma should be framed within the use of ethical criteria depicting codes of ethics which apply to the case, normative ethical considerations and finally the metaethics on which the normative theories are based. Thus, authors are free to include a discursive source of ethics (e.g religion, intuition, etc). The ethical decision making model used to resolve the case, should aligned with the metaethical foundation. This section of the paper should be between 2500 and 3000 words.

Chapters can address broad ethical concerns, and involve various organizational settings (e.g nonprofit, sports, higher education, Fortune 500, etc). Final submitted chapters are intended to be between 5000 and 7000 words, original not previously published and formatted in APA style and/or consistent with Information Age Publishing guidelines.

*Book chapter proposals received: April 1, 2023
*Notification of accepted chapter proposals: May 15, 2023
*Receipt of full book chapters: October 30, 2023
*Peer review book chapters and revision feedback: November 1, 2023
*Receipt by editors of final draft of book chapters: November 30, 2023
*Book delivered to the publisher: December 1, 2023
*Anticipated publication: January 1, 2024

Please submit an extended Abstracts (1500 words) to by April 1, 2023. Final chapters will be expected to be revised and submitted by October 30, 2023 for publication with Information Age Publishing.

Final selection of chapters retained will be determined by Editorial purview. Include as a separate file a brief biography covering your current institutional affiliation and position and a listing of your relevant publications and educational background and any other pertinent information on your qualifications for contributing to this manuscript.

Send proposals and inquiries to: Dr. Timothy Ewest, Prince-Chavanne Chair in Christian Business Ethics, Department Chair, of Management, Marketing and Business, Associate Professor of Management, Houston Baptist University, 7502 Fondren Road, Houston, TX 77074, Tel + 1 (920) 352-8416, /