Authenticating the Leader: Why Bill George Believes That a Moral Compass Would Have Kept Jeffrey Skilling Out of Jail

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Abstrakt

In the wake of a series of corporate scandals, there has been a growing call for authentic leadership in order to ensure ethical conduct in contemporary organizations. Authentic leadership, however, depends upon the ability to draw a distinction between the authentic and inauthentic leader. This paper uses Deleuze’s discussion of Platonism as a point of departure for critically scrutinizing the problem of authenticating the leader—drawing a distinction between authentic and inauthentic leaders. This will be done through a reading of Bill George’s book Authentic Leadership. Informed by Deleuze’s inverted Platonism, the paper challenges the practice by which authentic leaders are distinguished from inauthentic leaders. In conclusion, the paper suggests that an adequate concept of authentic leadership should consider how ethics can occur when the authentic leader is able to critically reflect his or her own value-commitments.
OriginalsprogEngelsk
TidsskriftJournal of Business Ethics
Vol/bind147
Udgave nummer1
Sider (fra-til)53-63
Antal sider11
ISSN0167-4544
DOI
StatusUdgivet - jan. 2018

Bibliografisk note

Published online: 27. November 2015

Emneord

  • Authentic leadership
  • Leadership
  • Ethics
  • Enron
  • Deleuze
  • Plato

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