Abstract
Chester Irving Barnard, an American business executive and pioneer in management theory, was one of the fi rst in pointing out the importance of leadership in organizations. He put special emphasis on cooperation and on the responsibility of the executive to promote this. In his infl uential book The Functions of the Executive, published in 1938, he wrote: “Close study of the structure of organization or of its dynamic processes may induce an overemphasis upon some one or several of the more technical aspects of cooperation.”2 Facing such overemphasis, he saw leadership “as the factor of chief signifi cance in human cooperation”.3 He made clear that the moral factor is very important in creating trust – “faith” in Barnard’s words – but he also stressed that this factor alone is not suffi cient to achieve cooperation. Structure and process are also important.
The endurance of organization depends upon the quality of leadership; and that quality derives from the breadth of the morality upon which it rests.1
CHESTER I. BARNARD (1886–1961) Pioneer in management theory
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NOTES AND REFERENCES
Chapter 6
1 C. I. Barnard (1968/1938) The Functions of the Executive. Introduction by K. Andrews (London: Oxford University Press) p. 282.
4 A. Zaleznik (1977) ‘Managers and Leaders: Are They Different?’, Harvard Business Review, 55, 3, 67–78.
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7 See, e.g., E. E. Lawler III (1994) ‘From Job-based to Competency- based Organizations’, Journal of Organizational Behavior, 15, 1, 3–5.
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10 J. Brownell (2006) ‘Meeting the Competency Needs of Global Leaders: A Partnership Approach’, Human Resource Management, 45, 3, 309–333, mentioning several authors on p. 310.
11 Y. Sankar (2003) ‘Character Not Charisma is the Critical Measure of Leadership’, Journal of Leadership & Organizational Studies, 9, 4, 45–55.
12 P. Drucker (2005) The Practice of Management (Oxford: Elsevier) p. 155.
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14 B. M. Bass and P. Steidlmeier (1999) ‘Ethics, Character, and Authentic Transformational Leadership Behavior’, The Leadership Quarterly, 10, 2, 181–217.
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18 A. Kolp and P. Rea (2006) Leading with Integrity: Character-Based Leadership (Cincinnati, OH: Atomic Dog Publishers).
19 K. R. Andrews (1989) ‘Ethics in Practice’, Harvard Business Review, 67, 5, pp. 99–104.
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24 R. K. Greenleaf, op. cit.; M. De Pree (1990) Leadership is an Art (New York: Dell Books); P. Senge (1990) The Fifth Discipline: The Art and Practice of the Learning Organization (New York: Doubleday); S. Covey (1991) Principle-Centered Leadership (New York: Summit Books); and J. C. Hunter (1998) The Servant: A Simple Story About the True Essence of Leadership (Roseville, California: Prima Publishing).
25 J. A. Pérez López (2002) Fundamentos de la Dirección de Empresas (Madrid: Rialp) Ch. 8. See also J. A. Pérez López (1998) Liderazgo y Ética en la Dirección de Empresas. La Nueva Empresa del Siglo XXI (Bilbao: Deusto).
27 D. Ross (1925) Aristotle The Nicomachean Ethics (Oxford University Press) Book 6, Chapter 12.
28 M. Novak (1996) Business as a Calling - Work and the Examined Life (New York: The Free Press).
32 P. Frost (2003) Toxic Emotions at Work: How Compassionate Managers Handle Pain and Conflicts (Cambridge, MA: Harvard Business School Press).
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34 C. Peterson and M. Seligman (2004) Character Strengths and Virtues: A Handbook and Classification (Washington, DC: American Psychological Association) p. 446.
35 K. Cameron and R. F. Caza (2002) ‘Organizational and Leadership Virtues and the Role of Forgiveness’, Journal of Leadership & Organizational Studies, 9, 33–48.
39 W. Erhard, M. C. Jensen and S. Zaffron (2009) ‘Integrity: A Positive Model that Incorporates the Normative Phenomena of Morality, Ethics and Legality’, Harvard Business School, Working Paper No. 06–11, 23 March. Available at SSRN, http://ssrn.com/abstract=920625, date accessed 31 May 2011.
40 A. MacIntryre (1999) ‘Social Structures and Their Threats to Moral Agency’, Philosophy, 74, 3, p. 317.
43 R. Boyatzis (1982) The Competent Manager: A Model for Effective Performance (New York: John Wiley & Sons).
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Melé, D. (2012). Moral Competencies of the Manager. In: Management Ethics. IESE Business Collection. Palgrave Macmillan, London. https://doi.org/10.1057/9780230361560_6
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