Improving Sustainability

Running head: A CALL FOR ETHICAL CORPORATE LEADERS 1

Mission Leadership Streamlines Ethical Corporate Behavior Improving Sustainability:

An Interdisciplinary Approach

Robin Oder

A CALL FOR ETHICAL CORPORATE LEADERS 2

Mission Leadership Streamlines Ethical Corporate Behavior Improving Sustainability:

An Interdisciplinary Approach

Introduction

The business community is littered with scandal and unethical practices causing

irreversible damage to the economy. The current financial crises put a global awareness to the

issue and lead to a two trillion dollar government bailout. Since January 2008, nearly 4.5 million

jobs have been lost, leaving workers and their families with unnerving challenges (Froman,

2010). Poor business leadership and questionable ethics are blamed for the worst global

financial market meltdown since the great depression (Lewis, Kay, Kelso, & Larson, 2010). In

the nearly 30 year history of Gallup Polls, there has been minimal change to public opinion

rating American business executives as low or very low in honesty and ethical standards

(Stevens, 2004). There is an immediate demand for ethical corporate leaders to embed trust and

integrity within internal business practices, creating a satisfying work environment conducive for

execution of the organizations mission statement, while ultimately stabilizing the overall

economy. The problem is extensive, complex, and demands attention. To elaborate further on

the subject, the disciplines of economics, business administration, and psychology will be

utilized to obtain a more comprehensive understanding of the issues.

Economics, one for all and all for one. The discipline of economics is a social science

related to how productive resources should be utilized to satisfy wants (Walstad & Bingham,

1999). This discipline will provide an opportunity to explore the impact of ethical leaders and

business practices to the global market. While an organizations policy and business practices

are specific in nature, it is imperative to establish the economic relationship and broader impact


of market standards to the wealth of humankind. Haque (2011) describes a capitalism where

productive resources are valued and should be utilized sparingly to generate authentic value to

the economy. Minimizing economic harm through resource savings is embedded within the

commandments of the organization. The universal theme for future operations is geared toward

longevity and social responsibility for the planet, resources, and residents of society.

Business administration. The discipline of business administration focuses on

activities and practices geared toward profit generation. This subject will enhance

understanding related to corporate practices, organizations sustainability, and management

impact on the workforce culture. Obtaining an understanding of an organization’s mission

statement and the related internal processes is essential to ensuring ethical practices. Too often

the internal workings of an organization do not align with the mission statement; and practices

that are not adequately measured typically are not properly managed. (Crotts, Dickson, & Ford,

2005) Leadership roles and behavior set the tone for all employees, and ultimately the company

culture.

Psychology. The science of psychology explores behavior and mental processes

(“Psychology”, 2012), and will provide insight to behavior alterations that will achieve the

desired culture of an organization. Obtaining a better understanding of employee and corporate

motivations can aid in the development of procedures aligning internal practices with the

company’s mission statement. Virtuous organizations must have ethical leaders with the moral

courage to do the right thing, regardless of situational pressures (Froman, 2010). Trust will

ultimately alter the culture and facilitate workforce collaboration and citizenship.


Purpose. Boix Mansilla (2005) defines the value of producing a cognitive advancement

using integrated perspectives from multiple relevant disciplines and leveraging the newly

created knowledge to solve for a complex problem. This approach will be applied to create a

corporate business environment that inspires ethical practices and promotes moral behavior

through strong leadership example. Ultimately the result will be a more sustainable

organization that positively impacts the global market and stabilize the economy.

Disciplinary Perspectives and Insights

The logical order of the disciplines is an essential element in the structure of this project.

The broadest discipline, economics, is examined to establish the impact of corporations and

professionals on the general public. Next, a narrower scope is provided by the discipline of

business administration, where internal practices and culture are driven by management and

profit. Lastly, an in-depth look into the science of psychology will illuminate knowledge

related to the individual behaviors and characteristics of ethical leaders resulting in a

trustworthy corporate hierarchy.

The Comprehensive Perspectives Model will administer the interdisciplinary approach

for this particular exercise (Repko, 2008). To obtain a broader understanding of the issues, the

subject of ethical leaders is examined using three relevant disciplines, and through integration

of insights an effective blueprint emerges allowing dedicated organizations to align the mission

statement, workforce culture, and internal business practices for a sustainable future. As

defined by Ceres (2012), sustainability is a long term corporate strategy that incorporates

environmental, social and economic impact of operations (http://www.ceres.org/).


Economics, generating prosperity and wealth of a people. The scholarly articles

realized common ground related to the general lack of human or soft variables in conventional

economic focus, and admit moral and ethical practices are beneficial for stability. The common

economic mentality understands business is an efficiency producing machine, transferring

inputs into outputs through ownership, goals, and decision making (Tomer, 1998). Economics

struggle to critical factors such as spirit and leadership within an organization, leaving firms

over managed and requesting stronger leadership to energize the workforce toward the

institution’s collective mission (Tomer, 1998). The current financial crisis essentially forces

small and medium enterprises into a premature stage of decline and eventual death, while

transforming the behavior of economic agents and businessmen who influence employees

through decision making (Titu, Oprean, Bucur, & Nanu, 2009). The business community must

responsibly acknowledge the impact of operations to their surroundings. The economic variable

of the human feeling of happiness can only contain substance by achieving universal

understanding of the relationship between environment and self (Inoki, 2008). The cause and

effect phenomena initiated by economic practices ultimately cycles through society where the

results can be studied and quantified using calculations such as the Gross Domestic Product

(GDP). Hiccups or malicious actions do impact the global market and US economy in

significant ways, building awareness to absent moral and ethical leaders within excessively

managed business operations. Haque (2011) envisions a new generation of capitalism he calls

“constructive”, focused on building institutions with more authentic value and new foundations

allowing them to be a constructive participant in society. Haque (2011) explains, “And I believe

it’s a transformation every bit as epochal as the great leap from purely industrial capitalism to


managerial/financial capitalism: vital for our continued prosperity, critical to a vibrant

economy, and probably even a little bit necessary to reclaim our humanity for the future of

humanity.” (p. 68) Building better institutions will require foundational changes to ensure

organizations practice what they preach.

Business administration, designing the mission and management practices.

Scholastic research disclosed a unified disconnect related to business leaders and the

organizations, and society in which they serve. The modern corporate capitalism encounters a

significant barrier due to leaders’ desire for individual success deferring work from the

centrality of moral business relationships (Knights & O’Leary, 2005). Restoring health to the

financial system would require an organization to accelerate initiatives toward an open, trusting,

democratic, and power-sharing environment shifting leadership perceptions to the entity’s

increased commitment to corporate social responsibility and ethical fiber (Jin, Drozdenko, &

DeLoughy, 2012). In light of the current financial challenges many large firms established

mission statements communicating the core values to public shareholders and employees.

While the majority mentions ideas of integrity and social responsibility, rarely do the aspirations

consistently align with the day to day business practices. In a recent study, management actions

did not correlate to mission statement reference of employees, customers or community;

mentioning stakeholders may be an attempt to manipulate the public into believing the firms

degree of stakeholder orientation (Barkus & Glassman, 2008). Actions such as this discredits

senior management’s desire to cultivate a culture of trust centered on a responsibility of ethical

behavior. Good ethics is considered good business. When leaders adopt a zero tolerance for

unethical behavior they help develop an ethical climate where the long run market impact of the


entity’s reputation is a higher priority than any short term gain obtained through questionable

means (Mulki, Jaramillo, & Locander, 2008). Successful managers must be effective leaders to

tackle the daunting task of shifting the focus of a firm’s culture to emphasize moral behavior

while continuing to generate profit. Accomplishing this task would ensure stabilization for the

entity, society, and ultimately improve employee satisfaction and trust imperative to instilling

passion and spirit into the mission and collective goal.

Psychology, understanding human behavior and advocating culture change. A

literature review found concurrent opinions related to a focus of ethical behavior and the

associated benefits. Froman (2010) states, “In these times of economic upheaval, stress, and

uncertainty, great importance was given to the idea that organizations need to develop cultures

of virtue, cultures built around principles of integrity, ethics, trust, and respect” (p.68). Positive

leaders can inspire employees through example to achieve a desired behavior. Likewise, defiant

or shady acts of the organization can communicate general acceptance of negative behavior

from associated employees. A recent study found a significant correlation between an

employee’s perception of his or her employers’ corporate citizenship commitment contributing

to organizational cynicism, and employee deviance (Evans, Goodman, & Davis, 2011). Proven

ethical leadership has a positive relationship to organizational prestige and attractiveness for

potential talent (Strobel, Tumasjan, & Welpe, 2010). Once ethical leaders occupy key decision

making roles, acquiring like talent becomes easier, subordinates realign to higher standards,

and altering the corporate culture occurs over time. Adopting a mission statement that is geared

toward sustainability, and embedding it within every aspect of operations, builds unity through

a common goal. Ensuring the goal is visible at all levels of the organization will foster


excitement for the mass objective. Employees at every position should not only know the

mission, but recognize it within day to day practices so they feel involved, engaged, and

important to the company. This will facilitate spirit and focus vital to motivation from the

boardroom to the mailroom.

Common Ground

Disciplinary insights are analyzed to determine areas of conflict and common ground

among the three social sciences in Table 1 (Oder, 2012a). This identifies fundamental variances

and agreement between core techniques and perspectives allowing for final integration and

cognitive advancement. Figure 1 (Oder, 2012b) correlates purpose of each discipline to

establish the ideal scope for an organization mission. In light of the current economic

conditions, it is essential for corporate America to align itself with the greater good of society.

Final Integration

Research purpose restated. The objective of this exercise is creating a cognitive

advancement using integrated perspectives from disciplines relevant to a complex problem, as

defined by Boix Mansilla (2005). The need for an energized, revived, ethical corporate

environment with strong leaders and a universal mission emerged from the disciplines explored.

The financial crises and current struggling economic condition, confirms the need to take

measures ensuring the organization acts in a manner that ultimately benefits, not only the

company and its direct stakeholders, but the economy as a whole. The mission statement of an

organization provides insight to what exactly the company wishes to accomplish through daily

business operations. Correlating that focus with the policies, practices, decisions, management

approach, and culture; while adding spirit and passion through unity of an integrated objective


(mission statement), and a business paradigm driven by mission leadership emanate from the

process.

Integrative techniques. According to Repko (2008), there are a least five techniques

utilized for integration. First, theory expansion, which alters an original theory by adding

relevant factors impacting the issue for an adjusted, more specific theory. The second technique

is redefinition that seeks to find common meaning within relevant disciplines technical

vocabulary, and modify assumptions based on likeness discovered. Extension is yet another

useful technique that takes an idea from one discipline into another by addressing conflicting

concepts. The organization technique first finds common ground between the disciplines

redefining the meaning of a concept, then organizes the newly formed concept to establish

relationships. Finally, transformation utilizes opposing concepts and identifies like variables

among those concepts.

The organization technique was previously introduced within the logic of the order

related to the disciplines associated to this complex problem (Oder, 2012c). Economics is the

first discipline to be discussed due to the broad impact of unethical leaders on society as a

whole. The association between the current financial crisis and poor management enlightens an

avenue for improvement through integrated knowledge of the human variables historically

omitted from the economic perspective. While increased output and profit is an economic goal,

it must also be beneficial to the greater good or the added value becomes obsolete and

potentially destructive. To narrow the scope further, down the organizational level, the next

discipline is business administration. The activities within business shape a market, and

industry, one company at a time. Management roles are vital to company culture and ethical


behavior within the organization, if leaders fail to appropriately focus on the corporate mission

and the global impact, the direct subordinates and fellow colleagues will discredit the effort and

the shareholders lose trust for the overall objective. The results are devastating, not only to the

company culture; but the industry and economy, deteriorating the purpose of business

operations and jeopardizing sustainability. It is only by leaders’ example that an organization

can accomplish, what it publicly announces the goal to be, the company mission statement. The

remaining discipline of psychology examines the topic on an individual level by exploring

human behavior and the task related impact on a business environment. Creating a culture with

a zero tolerance for unethical behavior is reliant on strong leadership. Energizing employees

through example requires leaders, and good leaders drive higher standards while earning trust of

peers and associated shareholders. Trust is an essential element during times of economic stress

and organizational change.

The redefinition technique will be utilized to advance this project further (Oder, 2012c).

A typical mold within the large corporate environment is function based and department

specific, geared toward maximizing the efficiencies within the realm of management

accountability. This approach does not facilitate common purpose, and realistically does not

allow for collaboration and collective energy imperative to achieving the organization mission

statement. According to Joiner (1994), “Optimizing separate pieces destroys the effectiveness

of the whole” (p. 28). By looping functional areas or business units, many companies try to

treat departments independent of each other (Joiner, 1994). Companies must evolve from

engaging in department or unit management solely; in order to achieve goals, foster unity, and

capitalize value added integrated knowledge. The business criteria and regulations of today


changes quickly, while the large corporations struggle to adjust due to size and internal

disconnections. Resolving this obstacle requires embedding trust built from a unified, goal

oriented, ethical culture. This environment encourages cohesive rapid learning and knowledge

sharing that would catapult an institution into an innovative, highly adaptable, profit machine.

The new business paradigm management approach redefined to achieve such advancement is

Mission Leadership. A mission statement is highly visible to the public and shareholders alike.

It is the institutions aspirations, the goal, purpose, and ideal outcome of operations. It typically

includes such words as integrity, value, and/or excellence. Mission Leadership requires driven,

passionate, and highly ethical individuals to lead the team to strive for the same outcome with

passion, energy and focus.

Implementation. Haque (2011) concurs with the need to alter foundations, “Today’s

revolutionaries are institutional innovators: they’re reconceiving not just products, services or

business models, but the foundations they are grounded upon” (p 16). As defined by Boix

Mansilla (2005), after careful review of scholarly input the integrated result of this particular

exercise reveals not only a universal need for change, but a blueprint is created resulting in a

comprehensive approach to business. This approach would ultimately benefit the greater good

while improving the economy, corporate sustainability, and employee engagement. Mission

Leadership requires three key elements; a powerful mission statement, strong leaders to foster

culture and energy in the team, and an executive commitment to integrating at the task level

(Oder, 2012c). In 2002, George W. Bush said, “At this moment, America’s highest economic

need is higher ethical standards—standards enforced by strict laws and upheld by responsible

business leaders.” The time is now, and restructuring corporations internally to demand higher


standards is the most direct path for immediate results. The question should not only be is it

lawful…the question should be, is it ethical (Oder, 2012c). Accept nothing less from the

personnel placed in decision making roles, and the impact to the company, industry, and

economy will be astronomical.

The first step to realizing Mission Leadership is placing key personnel into position.

Armed with the institutions mission statement as a foundation, policies must be reviewed to

ensure they align with the goal (Oder, 2012c). Embedding the mission statement in everything

will insist the workforce remains focused on the desired outcome of operations. This should not

be done only by department, or functional areas, allowing the mission to outline the process will

identify areas of disconnect and enable integration where functional operations overlap. Joiner

(2011) explains, “To achieve a balance, we must develop standards judiciously – where it

matter most – and treat them as living, breathing guidelines that can and must be constantly

improved. When effectively managed, standards provide the kind of foundation for

improvement demanded in today’s marketplace.” (p. 191).

Comparing policies to day-to-day practices at the task level will not only ensure they

adhere to the policies, but identify functional overlap, duplication, and inefficiencies. This step

is imperative to identifying existing barriers that jeopardize the mission by basing decisions on

monetary gain or historical business, as opposed to what is required for an ethical transaction.

This could be the most challenging step for institutions, but the damage is in the details. An

analysis of the tasks performed at every functional level will quickly reveal internal barriers to

the overall mission (Oder, 2012c). In aged industries such as real estate, there are many

managers that continue to do business as they have always done and refuse to evolve, seeing


policies as additional red tape and obstructions, while preserving the ‘sacred cow’ mentality

devastating to progressive measures.

Corporations are extremely complex, and typically are reactionary as opposed to

proactive, challenged to change quickly with the business environment. Operations are diced

by department, or functional unit and each supporting system also builds barriers to knowledge

management. An integrated source of technology, providing accurate information consistently

across functional units is imperative for an organizations ability to adapt to change. Bill Gates

(1999) terms this source, “A Digital Nervous System”, where all data is integrated and reliable

information is produced from various operating systems. Bill Gates (1999) says, “Knowledge

management doesn’t even start with technology. It starts with business objectives and processes

and a recognition of the need to share information. Knowledge management is nothing more

than managing information flow, getting the right information to the people who need it so that

they can act on it quickly” (p. 238). Successful implementation of Mission Leadership will

enable a proactive approach, knowledge management is necessary to track and trend relevant

data as business changes require operational attention.

Finally, a focus to the fiduciary responsibility of the organization will verify the mission

integration at the task level. Building a creative and effective internal audit system and record

retention practice, allows for mission monitoring and long term survival. Steps must be taken to

ensure the organization is protected by appropriately documenting the results of contractual

obligations, lawful practices, and responsible business. While expectations are typically

outlined in the policies, record retention practices and internal audit is required to ensure the

institution is protected from internal wrong doing at all times from every level of operation. As


with any culture, typically citizens in corporate business have morally sound characters,

however there are always a few whose motives are not in the best interest of the greater good.

For that reason, the role of devil’s advocate must be assumed to anticipate and protect against

malicious acts. The best tool is a structured internal audit process, creatively engineered,

administered timely, resulting in quality improvements. If a practice does not correlate with the

mission, determining the barrier and resolving the conflict to align with the mission, will

reiterate the demand for higher standards. This process will be highly visible to employees at

every level of operation, building trust, raising standards, and integrating the mission for a

unified culture. Only through a focus on results can an action add value, make sure every action

adds value to the mission.

Conclusion

Ceres (http://www.ceres.org/company-network/ceres-roadmap) explains, “Companies

and capital markets are center stage, and success will depend on their ability to place the Earth

and its people at the core of corporate strategies. It is a pivotal moment with enormous

opportunity and challenge – a moment that demands excellence in corporate leadership, vision

and innovation.” (p.6). The global focus on efforts such as Corporate Social Responsibility

(CSR) and sustainability are essential for the greater good, but it also enables prosperity for

generations to come. While the movement is picking up due to the current economic

challenges, reality reveals progression at the initial stages (Oder, 2012c). Much work is needed

in this area of corporate America. Organizations with a true commitment to the effort will

empower passionate, eager leaders with required resources to make a visible impact to behavior

in the boardroom, conference room, mailroom, and cafeteria. Short term profit margins will be


impacted as resources are allocated to realizing sustainability; however the long term benefit of

good business is priceless. Mission leadership directly impacts six of the twenty key

expectations outlined in the Ceres Roadmap for Sustainability (Oder, 2012c). The benefits of

this approach penetrate deep within the organization allowing for the consistent ethical office

supply order, or the acquisition of a competitor. The common cause is the sustainable corporate

mission, and at the broadest scope is the greater good of humanity. The dedication of passionate

ethical leaders is essential for the much needed foundational change to business. Innovation and

commitment will ensure success.


References

Introduction

Froman, L. (2010). Positive psychology in the workplace. Journal of Adult Development, 17(2),

59-69. doi:10.1007/s10804-009-9080-0

Lewis, V., Kay, K. D., Kelso, C., & Larson, J. (2010). Was the 2008 financial crisis caused by a

lack of corporate ethics?. Global Journal of Business Research, 4(2), 77-84.

http://libproxy.uta.edu:2066/login.aspx?direct=true&db=eoh&AN=1085713&site=ehost-

live

Stevens, B.B. (2004). The ethics of the US business executive: A study of perceptions. Journal

of Business Ethics, 54(2), 163-171. http://libproxy.uta.edu:2066/login.aspx?direct

=true&db=bth&AN=15216533&site=ehost-live

Economics

Haque, U. (2011). Capitalism, reconstructed. Corporate Knights Magazine, 35, 14-16

Walstad, W. & Bingham, R. (1999) Study guide to accompany McConnell and Brue

Microeconomics (14th ed.). Irwin McGaw-Hill. NewYork, NY

Business administration

Crotts, J. C., Dickson, D. R., & Ford, R. C. (2005). Aligning organizational processes with

mission: The case of service excellence. Academy of Management Executive, 19(3),

54-68. doi:10.5465/AME.2005.18733215


Psychology


59-69. doi:10.1007/s10804-009-9080-0

Psychology. (2012). Dictionary.com free online dictionary for English definitions. Retrieved

from http://dictionary.reference.com/

Additional Sources

Boix Mansilla, V. (2005). Assessing student work at interdisciplinary crossroads. Change, 37(1),

14-21.

Disciplinary Insights

Economics


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What can economists learn from other social sciences? The Japanese Economic Review,

59(1), 1-16. doi:10.1111/j.1468-5876.2007.00444.x

Titu, M, Oprean, C., Bucur, V, & Nanu, D., (2009) The impact of the financial and economic

crisis on the behavior of organizations. Proceedings of the 20th International DAAAM

Symposium, ISSN 1726-9679, ISBN 978-3-901509-70-4

Tomer, J. F. (1998). Beyond the machine model of the firm, toward a holistic human model.

Journal of Socio-Economics, 27, 3, 323-340. http://libproxy.uta.edu:2066/login.aspx?

direct=true&db=bth&AN=942578&site=ehost-live


Business administration

Bartkus, B. & Glassman, M., (2008) Do firms practice what they preach? The relationship

between mission statements and stakeholder management. Journal of Business Ethics, 83,

207-216. doi:10.1007/s10551-007-9612-0

Knights, D., & O'Leary, M. (2005). Reflecting on corporate scandals: The failure of ethical

leadership. Business Ethics: A European Review, 14(4), 359-366. doi:10.1111/j.1467-

8608.2005.00417.x

Jin, K., Drozdenko, R., & DeLoughy, S. (2012). The role of corporate value clusters in ethics,

social responsibility, and performance: A Study of Financial Professionals and Implications

for the Financial Meltdown, Journal of Business Ethics. doi: 10.1007/s10551-012-1227-4.

Mulki, J., Jaramillo, J., &Locander, W. (2009) Critical role of leadership on ethical climate and

salesperson behaviors, Journal of Business Ethics. 86, 125-141, doi: 10.1007/s10551-008-

9839-4

Psychology

Evans, W., Goodman, J. & Davis, W. (2011) The impact of perceived corporate citizenship on

organizational cynicism, OCB, and employee deviance. Human Performance, 24,

79-97, doi: 10.1080/08959285.2010.530632


59-69. doi:10.1007/s10804-009-9080-0

Strobel, M., Tumasjan, A., & Welpe, I., (2010) Do business ethics pay off/ The influence of

ethical leadership on organizational attractiveness. Journal of Psychology, 218, 213-224,

doi: 10.1027/0044-3409/a000031


Additional Sources

Repko, A. (2008). Interdisciplinary research: Process and theory. Thousand Oaks, CA: Sage.

Ceres (2010) The 21st century corporation: The Ceres roadmap for sustainability. Retrieved from

Ceres website: http://www.ceres.org/company-network/ceres-roadmap

Common Ground

Oder, R.M. (2012a). Conflict and Common Ground a Call for Ethical Leadership [Table 1].

Oder, R.M. (2012b). Common Purpose: Essential Scope of the Corporate Mission Statement

[Figure 1].

Final Integration


14-21

Joiner, B. L. (1994). Fourth Generation Management. New York, NY: McGraw-Hill, Inc.

Oder, R.M. (2012b). Common Purpose: Essential Scope of the Corporate Mission Statement

[Figure 1].

Oder, R.M. (2012c). Corporate Mission Leadership; Relevant Variables & Integrative Design.

Repko, A. (2008). Interdisciplinary research: Process and theory. Thousand Oaks, CA: Sage.

Implementation


14-21

Bush, G.W. (2002, July 9). Corporate responsibility speech. Retrieved from Value Quotes

website: http://www.valuequotes.net

Gates, B. (1999). A Digital Nervous System. New York, NY: Warner Books, Inc.



Joiner, B. L. (1994). Fourth Generation Management. New York, NY: McGraw-Hill, Inc.


Conclusion

Ceres (2010) The 21st century corporation: The Ceres roadmap for sustainability. Retrieved from

Ceres website: http://www.ceres.org/company-network/ceres-roadmap



Table 1.

Conflict and Common Ground a Call for Ethical Leadership (Oder, 2012a)

Discipline Conflict Common Ground

Economics & Business Economic scholars’ process Both acknowledge an essential
use mathematical calculations need for increased ethical
Administration employing a small number of behavior to stabilize the
variables to accommodate a economy enabling society to
broad scope of society’s pull through the current
productivity as a whole unit. economic crisis. An
Business Administration organization’s mission
scholars recognize the statement should be
challenges caused by leader’s identifiable within day to day
desire for individual success. practices.

Business Administration & Business managers with self- Disciplines concur,
serving motivations fail to leadership is the key to
Psychology realize the impact of their transforming company culture
actions on the behavior of and behavior modification is
subordinates. Psychology achieved through strong
focuses on perception and the ethical and moral example.
associated impact to behavior.

Psychology & Economics Economic scholars struggle to Integrated knowledge of social
quantify the human factors. sciences was historically
omitted from scholarly
research, disabling the ability
to achieve true understanding
of the value of ethical
leadership.

Universal agreement among chosen material; ethical leaders and integrated knowledge, are key

to a successful future.


Figure 1. Common Purpose: Essential Scope of the Corporate Mission (Oder, 2012b)

Moral & Ethical Principle

Economic Focus

*Impact to Society & Community *Wealth/Output Creation *Efficient Productivity (KPI)

*Realize Policy, Process, Creative Internal Audit and Continuously Evolve

Business Responsibility

*Cultivate Culture thru Leadership *Practices Correlate with Policy

*Ensure Accountability *Fiduciary Obligation *Measure Performance

*Evaluate and Adjust
Spirit & Passion Psychological Considerations Motivation &

Organization – Task - Individual Influence

*Characteristics & Moral Value

*Human Variables & Unity

Successful Workforce

E n a b l i n g OAppendixl P e r f o r m a n c e
ptima


Appendix

Corporate Mission Leadership;

Relevant Variables & Integrative Design (Oder, 2012c)

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