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SUMMARY:Michael E. Brown\, Professor of Management at Penn State Behrend
DESCRIPTION: \n\nDeveloping and Enhancing Ethical Leadership: The Moderatin
 g Role of\nSocial Networks\n\nMichael E. Brown\n\nMuch has been learned ab
 out ethical leadership in the past decade.\nHowever\, knowledge of influen
 ces on ethical leadership is limited\, and\nis mostly focused on leaders
 ’ individual differences. Using social\nnetwork theory\, we develop a co
 nceptual model to articulate\ntheoretical insights into factors that can e
 nhance ethical leadership\n(both ethical leadership behaviors and follower
  attributions of\nethical leadership). We use both relational and structur
 al\nperspectives from social network theory to explain how ethical\nleader
 ship is enhanced by network tie strength\, multiplexity\, density\,\nand c
 entrality. Social networks are important because they serve as:\na) pipes 
 that convey information and opportunities to and from\nleaders\, influenci
 ng ethical leader behavior\; b) prisms that provide\nsignals to followers 
 that shape attributions of ethical leadership\;\nand c) mirrors that influ
 ence leaders’ perceptions of themselves as\nethical leaders. This social
  network perspective yields unique\ninsights into the enhancement of ethic
 al leadership\, and offers\nimplications for theory development\, empirica
 l study\, and managerial\npractice. Note: The “we” refers to my co-aut
 hors Prasad Balkundi\nfrom University of Buffalo and Gary Weaver from the 
 University of\nDelaware\n 
DTSTART:20150306T153000Z
DTEND:20150306T170000Z
LOCATION:Gerri C. LeBow Hall\, 3220 Market Street\, 722\, Philadelphia\, PA
  19104
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