The Relationship Between Ethical Leadership and Sustainability in Small Businesses

Since the 2008 financial crisis, business leaders\u27 ethical behaviors have been under scrutiny. These leaders face uncertainty regarding ethical leadership behaviors and their impact. Because small business leadership involves multiple facets of behavior and decision-making, small business leaders may have an insufficient understanding of the impact of ethical leadership behaviors on the sustainability of their businesses. The purpose of this correlational study was to examine the relationship between ethical leadership and financial, social, and environmental sustainability in small businesses. Integrated social contracts theory was the theoretical framework. The participants consisted of 80 members of a chamber of commerce located in Miami, Florida who had experience with ethical leadership and more than 1 year of ownership or management of a business. The data collection instrument was a self-designed Likert scale survey with items based on the research literature and also included financial measures such as return on assets, net profit margin, and net revenue. Correlation analysis and Bonferroni corrected significance calculation indicated significant relationships (p \u3c .001) between some ethical leadership behaviors and social and environmental sustainability; however, no statistically significant correlations were identified between ethical leadership and financial sustainability. The implications for positive social change include small business leaders partnering with local leaders to implement ethics and sustainability into community programs to create a basis for increased trust in local business leaders to improve consumer confidence

Information technology and military performance

Thesis (Ph. D.)--Massachusetts Institute of Technology, Dept. of Political Science, 2011.Cataloged from PDF version of thesis.Includes bibliographical references (p. 519-544).Militaries have long been eager to adopt the latest technology (IT) in a quest to improve knowledge of and control over the battlefield. At the same time, uncertainty and confusion have remained prominent in actual experience of war. IT usage sometimes improves knowledge, but it sometimes contributes to tactical blunders and misplaced hubris. As militaries invest intensively in IT, they also tend to develop larger headquarters staffs, depend more heavily on planning and intelligence, and employ a larger percentage of personnel in knowledge work rather than physical combat. Both optimists and pessimists about the so-called "revolution in military affairs" have tended to overlook the ways in which IT is profoundly and ambiguously embedded in everyday organizational life. Technocrats embrace IT to "lift the fog of war," but IT often becomes a source of breakdowns, misperception, and politicization. To describe the conditions under which IT usage improves or degrades organizational performance, this dissertation develops the notion of information friction, an aggregate measure of the intensity of organizational struggle to coordinate IT with the operational environment. It articulates hypotheses about how the structure of the external battlefield, internal bureaucratic politics, and patterns of human-computer interaction can either exacerbate or relieve friction, which thus degrades or improves performance. Technological determinism alone cannot account for the increasing complexity and variable performances of information phenomena. Information friction theory is empirically grounded in a participant-observation study of U.S. special operations in Iraq from 2007 to 2008. To test the external validity of insights gained through fieldwork in Iraq, an historical study of the 1940 Battle of Britain examines IT usage in a totally different structural, organizational, and technological context.(cont.) These paired cases show that high information friction, and thus degraded performance, can arise with sophisticated IT, while lower friction and impressive performance can occur with far less sophisticated networks. The social context, not just the quality of technology, makes all the difference. Many shorter examples from recent military history are included to illustrate concepts. This project should be of broad interest to students of organizational knowledge, IT, and military effectiveness.by Jon Randall Lindsay.Ph.D