See discussions, stats, and author profiles for this publication at: https://www.researchgate.

net/publication/335192916

Love The Heart of Leadership

Article · August 2019

CITATIONS
READS
3
55

2 authors:

Verl Anderson
Cam Caldwell
Dixie State University
American University in the Emirates (AUE)
108 PUBLICATIONS 74
CITATIONS 272 PUBLICATIONS 1,845 CITATIONS

Some of the authors of this publication are also working on these related projects:

Strategic Management and Competitive Advantage View project

Leadership, Ethics, and Trust -- A Christ-Centered Perspective View project

All content following this page was uploaded by Cam Caldwell on 15 August 2019.
The user has requested enhancement of the downloaded file.

Giaziad o B siness Re About Submissions

rew journal Al
u n u P
|ssues

journal y Ethics › Love: The Heart of Leadership

2019 VOLUME 22 ISSUE 2

MORE

Love: The Heart of Leadership Editorials B

Interviews B
The Moral Obligation of Leaders
Book
Corner

BY VERL ANDERSON, PHD, CAM CALDWELL, PHA AND BLAIR BARFUSS, M HR Archive -
SHARE Video

B Library

Editorial
Review

B Board

F O L L OW U S

eOe
TO P I C S

Accounting /
Finance / Investing
One of the persistent myths of the employer-employee Business Law
or leader-follower relationship is “Leaders should maintain
Decision Sciences
an arms-length relationship with those with whom
Economics
they work.”[1] This perspective about human relationships
has long-established roots in management theory and Entrepreneurship
/ Innovation
inferred that leaders and followers engaged in a
th Ethics
transactional interaction.[2j In the early 20 century,
the assumption of many employers was that the Global Business
responsibility of management was to pursue Human Resources
optimum efficiency.[3] Employees were viewed as a
Information
means of production and reducing the cost of employee Management/Technolo,
labor was simply part of the equation of many (IT)

companies in the quest to maximize profits.[4] In Leadership

order to create a “lean and mean" ability to compete, it Management
was necessary to view labor as a resource and profit
Marketing
center and to reduce associated costs wherever
possible. Operations
Management

Organizational
Behavior
ETHICS, LEADERSHIP, MANAGEMENT, ORGANIZATIONAL BEHAVIOR AA
Strategy

Sustainability

Work-Life Balance

Economic experts like Milton Friedman have advocated

the assumption that profit generation was a moral
obligation of every business leader. Friedman, and others Subscribe
to the
like him, argued that the measuring stick for an ethical
decision was simply, “Is this action in conformance with
GBR
Journal
the law”[5] Social issues were not the responsibility of
organizations. Employees and other resources were a
means to achieve the highest possible profits. Your e-mail
In contrast with this commonly-held business
assumption, others who study organizations adopt a highly Subscribe

humanistic set of ideas about the leader’s role and her/his

relationships with employees.[6] Within this much more
relationship-based group are scholars who suggest that
the leader-follower association is actually highly personal
and that the wisest leaders will create relationships
based upon a leader’s genuine love for others.[7]
Consistent with insights offered
by other scholars, we clarify the nature of love as the
heart of leadership and explain herein how the
demonstration of that love can enable leaders and
organizations to achieve greater long-term wealth and add
value to the world. We begin by defining the nuances of
love as an interpersonal quality.
Associated with that definition, we explain the practical
value of love as it affects a leader’s association with
her/his colleagues within a work context.

Uridevstandizzg the Nature o£Love

In their award-winning book,The Leadership Challenge, james
Kouzes and Barry Posner observe that love is ultimately
the secret of leadership.[8] Although love is defined in
multiple ways, Kouzes and Posner explain that great
leaders demonstrate to others that they genuinely care
about others’ welfare by their actions, rather than simply
by their words.
They emphasize that leadership has a powerful effect on
people’s lives when others believe that their leader
personally cares about them and is invested in their lives.[9]

Love is recognized as a universal virtue encompassing many

types of relationships and varying depths of commitment. In
the Greek, four types of love are identified. Eros, or pwg in
Greek, was the term used to represent romantic love and
was actually the name of the Greek god of sensual love
and desire.[10] A more common form of love, Philia,
derived from the Greek word ‹pzhéw or phileo, is often
translated as “brotherly love” or “close friendship” and also
meant virtue, loyalty, and equality in one’s attitude toward
others.[11] In the Christian Bible and Muslim Qu’ran,
brotherly love is acknowledged as the commitment of
one to another that is
expected of the members of the family of God and other
true believers.t12] Storge, or ZcoPr « in Greek, is the
natural affection or kindly feeling or devotion that a
person has toward someone or something close to her or
to him and is acknowledged as a common natural feeling of
appreciation.
[13] Agape, or Xyézrq or Ayar‹:â‹n, in the Greek is a love
that includes the consuming passion for the well-
being of another.[1 4] Agape is not based solely on the
worth of the object being loved but represents selfless and
unconditional feelings possessed by one individual for
another.[1 5]

Love unlocks “the good, the true, and the beautiful” by seeing
it in others.[16] In the Arabic, the most powerful type of
love is al-kholla, which suggests the unification of the
souls including the pursuit of the highest and greatest good
for self and others.[17] Such love is focused on an
unconditional commitment to the welfare of others in
the pursuit of an ultimate benefit.[18] The Hebrew word
for love is ahava or nanN and its root word comes from
the Hebrew word meaning to give—affirming the great
truth that love is essentially about giving of oneself.
[19]
It is by sharing and giving of ourselves that we create a
binding relationship with others. In the jewish tradition the
Rabbis tell the following story.
 A young boy once asked his Rabbi why man was
created with two eyes. The Rabbi responded,"With
the left eye you should look at yourself, and see
where you need to improve yourself. And with the
right eye, you should look at others lovingly, always
seeking out their best qualities.[20]

Love encompasses both of those qualities. Love seeks to

improve oneself so that a person can prepare herself/himself
to serve others better. In addition, love always seek out
the best in people and is committed to helping others to
achieve their highest potential.[21]

Love as a Commitment
Scholars about both love and leadership offer powerful
insights that run parallel with these definitions. Throughout
his book, The Road Less Travelled, M. Scott Peck defined
love as “a commitment to the welfare, growth, and
wholeness” of either oneself or another person.[22] Many
who speak and write of love have emphasized that we
must first care for ourselves and recognize the goodness
which we possess in order to fully love others.[23] Self-
valuing need not be selfish or self-serving but provides
within each individual the capacity to believe that (s)he
can contribute to the world, to the lives of others, and to a
society that desperately needs greater love.[24]

Other scholars describe the nature of the leader-follower

relationship as encompassing both caring and love. Max
DePree described the leader’s obligation to employees as
owing sacred obligations to others’ welfare as a servant
leader.[25] Robert Greenleaf also described the leader’s
responsibilities in similar words[26] and Moses Pava framed
the leadership responsibility as a covenantal obligation.[27]
Both transformational[28] and transformative[29] leadership
address the moral obligation of leaders to be totally
committed to followers’ best interests—a commitment which
is the very essence of genuine love. Stewardship theory, a
theory of organizational governance, also emphasizes the
sacred nature of a leader’s obligation in honoring others’ best
interests.[30]

In writing about humility and its relationship to love,

Anderson and Caldwell explained that both virtues required
“a proper estimation of oneself” but also a proper estimation
of the worth, value, and potential of others.[31] By
understanding our own innate value and that same value
in others, we make it possible to bridge the unity that
exists between self and others and embrace the pursuit
of the greatest possible good.[32j To that extent, love
enhances the ability to transform lives and add value
to the world in partnership with others.[33]

the Gift of Love

Love acknowledges that relationships with others are
incredibly important and that creating connection at the
personal level is how we can best reach others,
demonstrate to them that we are authentic and real, and
inspire them to want to find the best within
themselves...which is what the journey in life is ultimately
all about.[34] Love empowers within each individual a
profound inner peace.[35] Loving others allows us to
discover that there is no greater gift that we can give to
ourselves but also no better way to treat others.[36]
The story of Aaron Feuerstein is a record of one man who
demonstrated great love to others and the willingness to
work for their benefit and welfare. Feuerstein owned Malden
Mills, the principle employer of Lawrence, Massachusetts,
with 2,300 employees. On December 1 1, 1995, the
Malden Mills burned to the ground, taking with it the
capacity of its entire workforce to provide for their
families.[37]

It is sometimes through the lives of great men and

women that we fully comprehend the nature of love and
its capacity to serve others. Feuerstein is such a man.
Rather than cashing in his $300 million insurance
settlement from the fire or rebuilding his plant outside of
the U.S. where labor was far cheaper, Feuerstein not
only made the commitment to rebuild his entire plant in
Lawrence, but continued to pay his employees $25 million
in salaries—despite the fact that those employees no
longer had jobs to perform.[38]

Today, more than 30 years later, that same plant

now provides jobs for Lawrence, Massachusetts,
residents. Feuerstein demonstrated by his actions
his deep commitment to the Malden Mills employees
who had been loyal to him and to his family—despite
the great risk that he was willing to take on their behalf
in rebuilding the Malden Mills plant. That commitment
to others earned Feuerstein the respect and admiration
of those with whom he worked and Feuerstein’s
dedication to others’ best interests typifies great love in
action.

Love Generates Trust

Other leaders and
organizations have
also acted with a
commitment to others
welfare and a desire
to serve their best
interests. For example,
NUCOR Steel is famous
for its partnership relationship with its employees and
its profit sharing and team decision-making have made
its employees among the highest paid in the steel
industry and enabled NUCOR Steel to thrive financially.
[39] Many other companies have adopted High Performance
Work Systems that treat employees as valued partners
and High Performance Work Systems have consistently
been found to be more profitable than peer competitors
who do not treat employees with care and consideration.
The evidence suggests that love’s capacity to bring
out the best in individuals is exemplified by leaders who
demonstrate that service could supersede self-interest by
acts of love.[40] Such caring and kindness generates high
trust and individual commitment that creates wealth
and adds value to organizations, to employees, and to
society.[41]

Stephen R. Covey, the American author, scholar, and

motivational speaker is also recognized for his emphasis on
the importance of love and for his wisdom in the application
of true principles associated with human behavior.
Covey believed that love, trust, and treating people
with a commitment to helping them achieve their greatest
possible potential were fundamental responsibilities of
leaders.[42] Incorporating insights from the multiple
definitions of love
and from these examples, we suggest a definition of what we
think may encompass the highest form of love. In its
highest form, love is the sacred quality which enables
individuals to willingly give of themselves to help others to
achieve thelr highest potential and to create a better world.

Power of Love
The practical application of leading with love is in
recognizing that others are valued “Yous” rather than
commodities, or “Its.”[43] The power of the human
connection and of caring personally about others is often
overlooked as the important element of successful
human relations.[44] In a world workforce where only
13 percent of employees consider themselves to be not
engaged or committed to their job,[45] where employees
frequently distrust their leaders,[46j and where 71 percent
of employees are actively looking for new jobs,t47] the
importance of creating better relationships between
leaders and followers seems easy to understand.

When we come to understand the great power of love,

we are stunned by its capacity in changing lives.[48]
Nonetheless, many skeptics about the power of love dismiss
it as “too touchy-feely,” or “too difficult to communicate” for
their personal style. Others who have studied the leader-
follower relationship argue that “encouraging the heart” is
one of the critical tasks of effective leaders.[49] A
growing body of powerful evidence confirms the principle
affirmed through the ages that love is, after all, the most
powerful force on the earth.[50] Applying the principle of
love to the leader’s relationship with others in a work
context makes logical sense and affirms the importance of
love and trust as aligned leadership virtues.[51]
Whatever might be a person’s next leadership role, whether
it involve creating a mission statement, defining a company
vision or strategic plan, or simply the process of making any
organizational improvement, the need to build on the
powerful force of love can enhance the effectiveness of that
organization. Love of the process, love of the journey, love
of life, and love of people...the answers to any
leadership purpose undoubtedly can be addressed when
love is applied and understood while working to achieve a
worthy purpose.

References:

Anderson, V., & Caldwell, C. (2019). “Love and

Humility.” Humility as Enlightened Leadership. Hauppage,
NY: NOVA Publishers.

Applebaum, E., Bailey, T., & Berg, P. (2000). Manufacturing

Advantage: Why High Performance Work Systems Pay Off.
Ithaca, NY: Cornell University Press.

Arnold, W. j. (1963). “Famous Firsts: High Priests of Efficiency.”

Business Week, june 22, 1963, pp. 100-104.

Block, P. (2013).Stewardship.’ Choosing Service Over Self-Interest.

San Francisco, CA: jossey-Bass.

Boyatzis, R. E., & McKee, A. (2005). Resonant Leadership:

Renewing Yourself and Connecting with Others through
Mindfulness, Hope, and Compassion. Boston, MA: Harvard
Business Review Press.

Boylan, M. (2008). The Good, the True, and the Beautiful:

A Quest for Meaning. New York: International Publishing
Group.

Buber, M., & Kaufmann, M. (1971). / and Thou. New

York: Touchstone Books.

Burns, j. M. (2010). Leadership. New York: Harper.

Caldwell, C., Atwijuka, S., & Okpala, C. 0. (2018).

“Compassionate Leadership in an Arms-Length World.”
]ournaI of Business and Management.

Caldwell, C., Dixon, R. D., Floyd, L., Chaudoin, j., Post., j.,
& Cheokas, G. (2012)."Transformative Leadership:
Achieving Unparalleled ExceEEence.”]ournal of Business
Ethics, Vol 109, Iss. 2, pp. 175-187.

Caldwell, C., & Dixon, R. D. (201 0). “Love, Forgiveness, and

Trust: Critical Values of the Modern Leader.”]ournaI of
Business Ethics, Vol. 93, Iss. 1, pp. 91 -101.

Caldwell, C., Hayes, L., & Long, D. (201 0). “Leadership,

Trustworthiness, and Ethical Stewardship.”journal of Business
Ethics, Vol. 96, Iss. 4, pp. 497-512

CBS News found online on March 9m 2019 at

https://www.cbsnews.com/news/the-mensch-of-malden-
mills/.(Feurestein’s actions and the Malden Mill fire which
preceded them are chronicled in the 60 Minutes story, “The
Mensch of Malden Mills.”)
Covey, S. R. (1992). Principle-Centered Leadership. New York:
Simon & Schuster.

DePree, M. (2004). Leadership is an Art. New York: Crown.

Doniach, N., & Kahane, A. (Eds). (1996). The Oxford

English- Hebrew Dictionary. Oxford, UK: Oxford University
Press.

Emerson, H. (1911). “Efficiency as a Basis for Operations

and Wages.” Engineering Magazine.

Fanning, B. (2017). “71% Are Looking for New jobs: 5

Strategies to Address Your Pain.” Inc. November 17, 2017
and found online on March 9, 2019 at
https://www.inc.com/ben- fanning/71-percent-of-employees-
are-looking-for-new-jobs-5- strategies-to-address-your-
pain.html.

Friedman, M. (1970). “The Social Responsibility of Business Is

to Increase Its Profits.” New York Times Magazine, September
13, 1970.

Fromm, E. (2000). The Art of Loving: The Centennial

Edition. New York: Continuum Publishers.

Greenleaf, R. K. (2015). The Servant as Leader. Atlanta,

GA: Greenleaf Center for Servant Leadership.

Gulbrandsen, K., & Caldwell, C. (In Press). “Love and Humility

— Enhancing Leadership Success” in Love: The Heart of
Leadership. Caldwell, C., & Anderson, V.. (Eds.). Hauppage, NY:
NOBA Publishers.
Harrington, M. (2017). “Survey: People’s Trust Has Declined
in Business, Media, Government, and NGOs.” Harvard
Business Review, january 16, 2017 and found online on
March 9, 2019 at https://hbr.org/2017/01/survey-
peoples-trust-has- declined-in-business-media-
government-and-ngos.

Hernandez, M. (2012). "Toward an Understanding of the

Psychology of Stewardship.”ACademy of Management Review,
Vol. 37, Iss. 2, pp. 172-193

Kouzes, j. M., & Posner, B. Z. (2017). The Leadership

Challenge: How to Get Extraordinary Things Done in
Organizations(6 t
ed.). San Francisco, CA: jossey-
h

Bass.

Mann & Harter. (2016). “The Worldwide Employee

Engagement Crisis.” Gallup Workplace, january 7, 2016 and
found online on March 9, 2019 at
https://www.gallup.com/workplace/236495/worldwide-
employee-engagement-crisis.aspx.

Oxford University Press, (201 0). Oxford Essential

Arabic Dictionary. Oxford, UK: Oxford University
Press.

Oxford University Press, (2008). The Oxford New Greek

Dictionary: The Essential Resource Revised and Updated.
Oxford, UK: Oxford University Press.

Pava, M. (2003). Leading with Meaning: Using

Covenantal Leadership to Build a Better Organization.
New York: St. Martin S Press.
Peck, M. S. (2002). The Road Less Traveled, 25t
h
Anniversary Edition: A New Psychology of Love,
Tradltional Values, and SpIFltUOI Growth. New York:
Simon & Schuster.

Pfeffer, j. (1998). The Human Equation: Building Profits

by Putting People First. Boston, MA: Harvard Business
School Press.

Solomon, R. C. (1993). Ethics and Excellence.’ Cooperation and

Integrity in Business. Oxford, UK: Oxford University Press.

The Messianic jewish Bible Society. (n.d.) found online

on january 21, 2019 at
https://free.messianicbible.com./feature/love-and-the-
hebrew-language/.

White, M. D. (2010). “Loving Yourself: How Important Is It?”

Psychology Today, April 29, 2010 found online on january 21,
2019 at https://www.psychologytoday.com/us/blog/maybe-
its-just-me/201004/loving-yourself-how-important-is-it.

Wren, D. A. (2004). The History of Management Thought.

Hoboken, Nj: Wiley.

Zavada, j. (2018). “What is Agape Love in the Bible?”

ThoughtCo. july 31, 2018 found online on january 21,
2019 at https://www.thoughtco.com/agape-love-in-the-bible-
700675.
REFERENCES

[1] In the highly competitive global marketplace, this arms-length

approach has been advocated for decades. An alternative perspe
ctive has been suggested by Caldwell, C., Atwijuka, S., & Okpala,
C
0. (2018). “Compassionate Leadership in an Arms-Length World.
”journal of Business and Management.
[2] This point is made in Wren, D. A. (2004). The History of Manage
meet Thought. Hoboken, Nj: Wiley.
[3] See, for example, Emerson, H. (191 1). “Efficiency as a Basis
for Operations and Wages.” Engineering Magazine.
[4] The importance of the pursuit of efficiency and the employees
role in that process is documented in Arnold, W. j. (1963).
“Famo us Firsts: High Priests of Efficiency.” Business Week,
june 22, 1963, pp. 100-104.
[5] Milton Friedman’s famous article is Friedman, M. (1970). "The
Social Responsibility of Business Is to Increase Its Profits. ”New
Yo rk Times MagaZine, September 13, 1970.
[6] This more ethically-based and humanistic position is the pers
pective of many scholars. See, for example, Solomon, R. C.
(1993)
. Ethics and Excellence: Cooperation and Integrity in Buslness. Oxfor
d, UK: Oxford University Press.
[7] The importance of building relationships at the personal level
is articulated clearly by Boyatzis, R. E. & McKee, A. (2005).
Resona nt Leadership: Renewing Yourself and Connecting with
Others throug h Mindfulness, Hope, and Compassion. Boston, MA:
Harvard Busin ess Review Press.
[8] Kouzes, j. M., & Posner, B. Z. (2017). The Leadership
Challenge: How ro Get Extraordinary Things Done in OrganizatlonS
(6th ed.). San Francisco, CA: jossey-Bass.
[9] Ibid.
[10] These four Greek references are found in Oxford
University Press (2008). The Oxford New Greek DiCtlonary: The
Essential Resour ce Revlsed and Updated. Oxford, UK: Oxford
University Press.
[11] Ibid.
[12] The Holy Bible is filled with references to the importance of
Io ving one another. See, for example, john 13:35. Muslim
reference s to brotherly love are also extensive and
emphasize the importa nce of the divine principle of
brotherly love. See, for example, Su nan At-Tirmidhi 2390.
[13] Oxford University Press (2008), op. cit.
[14] Zavada, j. (2018). “What is Agape Love in the Bibles”
Thought Co. july 31, 2018 found online on january 21, 2019 at
https://www
.thoughtco.com/agape-love-in-the-bible-700675.
[15] Oxford University Press (2008), op. cit.
[16] Boylan, M. (2008). The Good, the True, and the Beautiful: A Que
st for Meaning. New York: International Publishing Group.
[17] Oxford University Press (2010). Oxford Essential Arabic
Diction ary. Oxford, UK: Oxford University Press.
[18] Ibid.
[19] Doniach, N., & Kahane, A. (Eds). (1996). The Oxford English-
He brew Dictionary. Oxford, UK: Oxford University Press.
[20] This beautiful vignette is found at “Love and the Hebrew Lan
guage” The Messianic jewish Bible Society. (n.d.) found online on
january 21, 2019 at https://free.messianicbible.com./feature/love
-and-the-hebrew-language/.
[21] This insight is found in Anderson, V. & Caldwell, C. (2019).
“Lo ve and Humility.” Humility as Enllghtened Leadership.
Hauppage, N Y: NOVA Publishers. See also Gulbrandsen, K. &
Caldwell, C. (In Pr ess). “Love and Humility — Enhancing
Leadership Success” in Love: The Heart of Leadership. Caldwell, C.,
& Anderson, V. (Eds.). Haupp age, NY: NOBA Publishers.
[22] See Peck, M. S. (2002). The Road Less Traveled,
25'hAnniversary Edltion: A New Psychology of Love, Traditional
Values, and Spirltual G rowth. New York: Simon & Schuster.
[23] See White, M. D. (2010). “Loving Yourself: How Important 1s It
?” Psychology Today, April 29, 2010 found online on january 21, 2
019 at https://www.psychologytoday.com/us/blog/maybe-its-just-
me/201004/loving-yourself-how-important-is-it.
[24] Gulbrandsen, K., & Caldwell, C. (In Press), op. cit.
[25] DePree, M. (2004). Leadership is an Art. New York: Crown.
[26] Greenleaf, R. K. (2015). The Servant as Leader. Atlanta,
GA: G reenleaf Center for Servant Leadership.
[27] Pava, M. (2003). Leading with Meaning: Using Covenantal
Leade rship to Build a Better Organization. New York: St.
Martin’s Press.
[28] Transformational leadership is addressed beautifully in
Burn s, j. M. (201 0). Leadership. New York: Harper.
[29] Transformative leadership is described in Caldwell, C., Dixon,
R. D., Floyd, L., Chaudoin, j., Post., j., & Cheokas, G. (2012).
“Transf ormative Leadership: Achieving Unparalleled
Excellence.”journal of Business Ethics, Vol 109, Iss. 2, pp. 175-
187.
[30] Hernandez, M. (2012).”Toward an Understanding of the
Psyc hology of Stewardship.” Academy of Management Review,
Vol. 37, I ss. 2, pp. 172-193 and Caldwell, C., Hayes, L.,& Long,
D. (201 0). “Le adership, Trustworthiness, and Ethical
Stewardship.“journal of B usiness Ethics, Vol. 96, Iss. 4, pp.
497-512
[311 Anderson, V., & Caldwell, C. (2018),op. cit.
[32) Gulbrandsen, K., & Caldwell, C. (In Press), op. cit.
[33] Caldwell, C., & Dixon, R.D. (2010), op. cit.
[34] Anderson, V., & Caldwell, C. (2018), op. cit.
[35] Gulbrandsen, K., & Caldwell, C. (In Press), op. cit.
[36] Anderson, V., & Caldwell, C. (2018), op. cit.
[37] Feurestein’s actions and the Malden Mill fire which
preceded them are chronicled in the 60 Minutes story, “The
Mensch of Mal den Mills.” CBS News found online on March 9m
2019 at https:// www.cbsnews.com/news/the-mensch-of-
malden-mills/.
[38] Ibid.
[39] The outstanding achievements of NUCOR Steel are
cited in many places, including Pfeffer, j. (1998). The Human
Equation: Buil ding Profits by Putting People First. Boston, MA:
Harvard Business S
chool Press.
[40] Gulbrandsen, K., & Caldwell, C. (In Press), op. cit. See
also Bio ck, P., (2013). Stewardship: Ch00sing Servlce Over Self-
Interest. San F rancisco, CA: jossey-Bass.
[41] See Applebaum, E., Bailey, T., & Berg, P. (2000).
Manufacturin g Advantage. Why High Performance Work Systems Pay
Off. Ithaca, N Y: Cornell University Press.
[42] Covey’s commitment to values and principles are
identified i n many of his books. See, for example, Covey, S.
R. (1992). Princip ie-Centered Leadership. New York: Simon &
Schuster.
[43] For a distinction between “Yous” and “Its” see Buber,
M., & K aufmann, M. (1971). / and Thou. New York: Touchstone
Books.
[4] Boyatzis, R. E., & McKee, A. (2005). Resonant Leadership:
Renewi ng Yourself and Connecting with Others Through Mindfulness,
Hope, and Compassion. Boston, MA: Harvard Business Review
Press.
[45] See Mann & Harter (2016). “The Worldwide Employee
Engag ement Crisis.” Gallup Workplace, january 7, 2016 and
found onlin e on March 9, 2019 at
https://www.gallup.com/workplace/236495
/vvorldwide-employee-engagement-crisis.aspx.
[46] See Harrington, M. (2017). “Survey: People’s Trust Has
Declin ed in Business, Media, Government, and NGOs.” Harvard
Busines s Review, january 16, 2017 and found online on
March 9, 2019 at https://hbr.org/2017/01/survey-peoples-trust-
has-declined-in-bu siness-media-government-and-ngos.
[47] Fanning, B. (2017). “71% Are Looking for New jobs: 5
Strategi es to Address Your Pain.” Inc. November 17, 2017 and
found onli ne on March 9, 2019 at https://www.inc.com/ben-
fanning/71-per cent-of-employees-are-looking-for-new-jobs-5-
strategies-to-addr ess-your-pain.html.
[48] Gulbrandsen, K., & Caldwell, C. (In Press), op. cit.
[49] Kouzes, j. M., & Posner, B. Z. (2017), op. cit.
[50] Fromm, E. (2000). The Art of Loving: The Centennial Edition. N
ew York: Continuum Publishers.
[51] Caldwell, C., & Dixon, R. D. (2010). “Love,
Forgiveness, and Tr ust: Critical Values of the Modern
Leader.”/our/?o/ of Business Ethi cs, Vol. 93, Iss. 1, pp. 91-101.
ETHICS, LEADERSHIP, MANAGEMENT, ORGANIZATIONAL BEHAVIOR
SHARE

AUTHORS OF TH E A RTI CLE

Verl Anderson, PhD

Au‹fiorspro6l< 1

Dr. Verl Anderson obtained his doctorate degree

in Business Administration from Arizona State
University and currently teaches courses in
Management, International Business, and
Marketing at Dixie State University, HP has also
taught university courses as a visiting professor in
New Zealand and four universities in China. He
has published 25 articles in the past two years
on leadership, ethics, China culture, kindness,
and social responsibility. He has traveled
extensively, and annually takes groups on
cultural/educational tours to China and New
Zealand.

Cam Caldwell, PhD Author's profile

Cam Caldwell, obtained his PhD degree from

 Washington State University in 2004 where he
was a Thomas S. Foley graduate fellow. He
has co- authored over 100 publications about
leadership, trust, and ethics and his book
about moral leadership was published in 2012
by Business Expert Press.

Blair Barfuss, MHR Author's profile

Blair Barfuss is the Chief of Police at Dixie State

University, where he also serves as an Adjunct
Professor teaching criminal justice courses. Chief
Barfuss obtained his master’s degree in Human
Resources with emphasis on Organizational
Management from Utah State University. Chief
Barfuss focuses his research on leadership
principals, ethics, integrity, and transparency, within
the public safety community.

MORE A RTI CLES FROM 2019 VOLUME 22 ISS UE 2

Bullying Before Love: The Heart

Sexual of Leadership
Harassment
Both
While sexual transformational and
harassment makes transformative
larger headlines, leadership address

View publication stats