From procedural ethics to ethical leadership: what corporate world might learn from contemporaneous armed forces

Gérard Naulleau, Jean-Marie Kowalski () and Sophie Le Bris ()
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Sophie Le Bris: CREM - Centre de recherche en économie et management - UNICAEN - Université de Caen Normandie - NU - Normandie Université - UR - Université de Rennes - CNRS - Centre National de la Recherche Scientifique

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Abstract: This paper investigates the experiences that contemporaneous armed forces of democratic countries have accumulated regarding ethical leadership. While corporate Social Responsibility (CSR) and Regulatory Compliance (RC) only partially cover ethical issues in multinational companies (MNCs), one of the most salient features that stand out from the comparison between the corporate and military environments is that if they share a common concern for compliance, the two other dimensions of ethical leadership and followership are left aside in corporate world. From initial training to job and career assessment, ethics have always been considered as a major issue in armed forces. As a result, they encourage transformational rather than transactional styles of leadership.

Keywords: armed forces; business ethics; compliance; corporate social responsibility; ethical leadership; followership; leadership; transactional leadership; transformational leadership (search for similar items in EconPapers)
Date: 2012-07-11
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Published in Fifth ISBEE World Congress 2012, Jul 2012, Varsovie, Poland

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Persistent link: https://EconPapers.repec.org/RePEc:hal:journl:halshs-00763111

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