Leading and Following (Un)ethically in Limen

Miguel Pina e Cunha, Nuno Guimarães-Costa, Arménio Rego, Stewart R. Clegg

Research output: Contribution to journalArticlepeer-review

22 Citations (Scopus)

Abstract

We propose a liminality-based analysis of the process of ethical leadership/followership in organizations. A liminal view presents ethical leadership as a process taking place in organizational contexts that are often characterized by high levels of ambiguity, which render the usual rules and preferences dubious or inadequate. In these relational spaces, involving leaders, followers, and their context, old frames may be questioned and new ones introduced in an emergent way, through subtle processes whose evolution and implications may not be easy to grasp even by those participating in them.

Original languageEnglish
Pages (from-to)189-206
Number of pages18
JournalJournal of Business Ethics
Volume97
Issue number2
DOIs
Publication statusPublished - Dec 2010

Keywords

  • ethical followership
  • ethical leadership
  • ethical processes
  • gray areas
  • liminality

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