The roles of vertical and shared leadership in the enactment of executive corruption: Implications for research and practice

Craig L. Pearce; Charles C. Manz; Henry P. Sims

doi:10.1016/j.leaqua.2008.03.007

The roles of vertical and shared leadership in the enactment of executive corruption: Implications for research and practice

Craig L. Pearce, Charles C. Manz, Henry P. Sims

Labor and Employment Relations

Research output: Contribution to journal › Article › peer-review

105 Scopus citations

Abstract

Recent scandals involving executive leadership have vaulted the topic of executive corruption to a central concern in the organizational literature. History suggests that power can corrupt and that absolute power can be an especially toxic influence. In this paper we propose that the propensity for corruption (as measured by CEO responsibility disposition) of leaders and the degree to which leadership is shared are key factors in understanding the potential for executive corruption. More specifically, shared leadership is proposed as a moderator that can deter corruptive tendencies by providing checks and balances capable of reducing the potential for corrupt behavior. A conceptual model is offered along with propositions to help guide future research and practice.

Original language	English (US)
Pages (from-to)	353-359
Number of pages	7
Journal	Leadership Quarterly
Volume	19
Issue number	3
DOIs	https://doi.org/10.1016/j.leaqua.2008.03.007
State	Published - Jun 2008

All Science Journal Classification (ASJC) codes

Business and International Management
Sociology and Political Science
Applied Psychology
Organizational Behavior and Human Resource Management

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10.1016/j.leaqua.2008.03.007

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AB - Recent scandals involving executive leadership have vaulted the topic of executive corruption to a central concern in the organizational literature. History suggests that power can corrupt and that absolute power can be an especially toxic influence. In this paper we propose that the propensity for corruption (as measured by CEO responsibility disposition) of leaders and the degree to which leadership is shared are key factors in understanding the potential for executive corruption. More specifically, shared leadership is proposed as a moderator that can deter corruptive tendencies by providing checks and balances capable of reducing the potential for corrupt behavior. A conceptual model is offered along with propositions to help guide future research and practice.

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The roles of vertical and shared leadership in the enactment of executive corruption: Implications for research and practice

Abstract

All Science Journal Classification (ASJC) codes

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