This book connects ethical leadership theory to enhanced leadership practices in operational environments, addressing how poor leadership diminishes motivation and negatively impacts organizational climate and employee well-being. It is grounded in a qualitative study involving 100 in-depth interviews that yield rich, unprompted insights from a sophisticated production facility. The text reviews current research in the field and outlines the study's setup, integrating the author's professional experience. It details the research design, its testing, and adaptation to organizational practice. Findings are presented alongside specific issues that arise from the analysis, followed by a critical discussion of these findings in relation to theoretical concepts. A key insight is that CSR and ethics are often approached with an emphasis on governance and reporting, neglecting the importance of leadership at all levels. The book concludes by discussing the implications of the findings, critically evaluating how ethical leadership can be effectively implemented in business organizations to foster better governance and ethical behavior. A foreword by Prof Dr James F. O'Kane, Dean of The Business School at Edinburgh Napier University, precedes the main content.
