ABSTRACT
As the world works to recover from the effects of the recent economic crisis and, according to some, the parallel crisis of management ethics (e.g. Fry and Slocum 2008; Waldman and Galvin 2008), business leaders have come under more scrutiny than ever before. This situation is partly due to the highly publicized corporate scandals and instances of management misconduct that eroded public faith and fuelled legislative reactions, including the Sarbanes-Oxley Act. Scandals have brought to the forefront the recognition that leaders of organizations may be acting irresponsibly more often than previously thought (Bansal and Candola 2003; Brown and Treviño 2006; Schwartz and Carroll 2003). There is also a growing awareness that the costs of managerial misconduct are enormous, whether in terms of the loss of business, damaged corporate reputations, alienated customers, litigation costs, or damages paid (Arnott 2004; Ebersole 2007; Leatherwood and Spector 1991; Zolkos 2002).
