Organizational Ethics

Craig E. Johnson (PhD, University of Denver) is professor emeritus of leadership studies at George Fox University in Newberg, Oregon, where he taught undergraduate and graduate courses in leadership, ethics, and management. During his time at the university, he served as founding director of the George Fox Doctor of Business Administration program and chair of the Department of Communication Arts. He is the author of Meeting the Ethical Challenges of Leadership (also published by SAGE) and coauthor, with Michael Z. Hackman, of Leadership: A Communication Perspective. He has published research findings, instructional ideas, and book reviews in the Journal of Leadership Studies, the Journal of Leadership and Organizational Studies, the Journal of Leadership Education, Academy of Management Learning and Education, the International Leadership Journal, Communication Quarterly, Communication Reports, and other journals. When not teaching or writing, he enjoys working out, reading, fly-fishing, volunteering, watching sports, and spending time with his spouse.

 Part One: Practicing Personal Ethics in the Organization Chapter 1: Ethical Competencies and Perspectives Developing Ethical Competencies Defining Organizational Ethics Ethical Perspectives Chapter 2: Ethical Decision Making and Action Ethical Decision Making as Reason AND Intuition Components of Ethical Behavior Decision-Making Formats Chapter 3: Components of Personal Ethical Development Component 1: Setting a Direction Component 2: Identifying Personal Values Component 3: Developing Character Component 4: Creating a Moral Identify Component 5: Drawing Upon Spiritual Resources Part Two: Practicing Interpersonal Ethics in the Organization Chapter 4: Ethical Interpersonal Communication Dialogue: An Ethical Framework for Interpersonal Communication Ethical Communication Competencies: Being Present Ethical Communication Competencies: Building Bridges Chapter 5: Exercising Ethical Influence Questions of Power Truth as the Moral Standard for Influence Ethical Issues in Influence: Setting the Stage Ethical Issues in Influence: Proactive Tactics Ethical Issues in Influence: Managing Images Chapter 6: Ethical Conflict Management Conflict in Organizational Life Becoming an Ethical Conflict Manager Constructive Argument: A Key Tool for Productive Conflict Resolving Conflict Through Ethical Negotiation Combating Aggression Preventing Sexual Harassment Part Three: Practicing Leadership, Followership, and Group Ethics Chapter 7: Leadership and Followership Ethics The Ethical Challenges of Leadership The Shadow Side of Leadership Stepping Out of the Shadows: Normative Leadership Approaches The Ethical Challenges of Followership Meeting the Moral Demands of Followership: Principles and Strategies Chapter 8: Improving Group Ethical Performance Acting as a Morally Responsible Team Member Taking On Shared Ethical Duties Responding to Ethical Danger Signs Part Four: Practicing Ethics in Organizational Systems Chapter 9: Building an Ethical Organization Making Ethics Matter Formal Components of Ethical Culture Informal Components of Ethical Culture Improving Ethical Culture Chapter 10: Managing Ethical Hot Spots in the Organization Ethical Marketing Ethical Finance and Accounting Ethical Human Resource Managment Chapter 11: Promoting Inclusive, Sustainable Organizational Citizenship The Organization as Citizen Components of Organizational Citizenship Promoting Organizational Citizenship Chapter 12: Organizational Ethics in a Global Society The Dangers of Globalization and the Challenges of Ethical Diversity Coming to Grips With Perceptual Biases Understanding Ethical Diversity Finding Moral Common Ground Resolving Cross-Cultural Ethical Conflicts