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Intercultural ethical leadership competence : contrasting Ireland and Germany
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Intercultural ethical leadership competence : contrasting Ireland and Germany

Mary A Keating, Gillian S Martin and Christian J Resick
Firm-Level Internationalization, Regionalism and Globalization, pp 216-232
01 Jan 2011
DOI: https://doi.org/10.1057/9780230305106_14

Abstract

Business, Management and Commerce Germany Globalization International Business Ireland
In recent years, several studies have examined the meaning and importance of ethical leadership for organizational success (Brown and Treviño, 2006; De Hoogh and Den Hartog, 2008; Gini, 1997; Resick et al., 2006; Treviño et al., 2003). However, there have been few attempts to clarify the attributes and actions that are important for building ethical leadership competence across cultures. By contrast, the leadership literature has made great progress in identifying the personal attributes and situational factors that might impact positively on managers’ intercultural competence (Bolten, 2001; Dickson et al., 2003; Hatzer and Layes, 2003; Kim, 1991). Whilst there is some blurring in the usage of terms such as ‘cross-cultural’ and ‘intercultural’ in the literature, the latter has more recently been employed by scholars from a range of disciplines to refer to the creation of a ‘mediated’ culture or ‘third space’, which is negotiated by the participants in a particular encounter. The emphasis is more clearly on the process of interaction and negotiation between members of different cultures: the third culture, according to Casrnir (1999, p. 108) represents an ‘expression of mutuality, one which can be understood, supported and defended by all who shared in its development. Not only that, a system of values or ethics could result whose very emergence-process could be identified as being ethical.’

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