Ethical Leadership in Turbulent Times

Gerald M. Pops

doi:10.5771/9780739139554

Summary

In Ethical Leadership in Turbulent Times, leadership and organizational theory are blended with early 20th Century history to model public leadership that is both monumentally effective and classically ethical. What is leadership? What makes leadership good or bad? To answer these questions, Gerald M. Pops draws on the multi-faceted career of George C. Marshall as an extended case study, focusing on the timely subject of leadership in public service.

The dominating traits of Marshall's career were his character, virtues, and ethical practices in two world wars, his efforts to keep the peace and promote economic recovery following World War II, his style of management, and his approach to international diplomacy and nation-building. Pops shows how Marshall's leadership was unique, given the ethical qualities displayed in his character and instilled in the organizations he led. All of these are examined in the context of his long career, and related to an abundant body of leadership theory, in order to successfully present Marshall as an effective public leader not only of the military and political realms, but of business and society as well. This makes the book ideal for students and scholars in the fields of political science, public administration, and the burgeoning field of leadership studies. It is also a fascinating read for all those with a love of twentieth century and military history.

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Bibliographic data

Copyright year: 2009
ISBN-Print: 978-0-7391-2476-5
ISBN-Online: 978-0-7391-3955-4
Publisher: Lexington, Lanham
Language: English
Pages: 341
Product type: Book Titles

1. Table of Contents No access
2. Foreword No access
3. Author's Preface No access
Chapter 1: The Search for Ideal Leadership No access Pages 1 - 16
Chapter 2: Growth of a Leader No access Pages 17 - 50
Chapter 3: Core Ethical Attributes of Leadership No access Pages 51 - 68
Chapter 4: Additional Ethical Attributes No access Pages 69 - 90
Chapter 5: Dark Passage: Preparing the Nation for War No access Pages 91 - 110
Chapter 6: Organizer of Victory No access Pages 111 - 134
Chapter 7: Statesman No access Pages 135 - 166
Chapter 8: Organizational Philosophy and Management Style No access Pages 167 - 202
Chapter 9: Marshall and Reorganization No access Pages 203 - 232
Chapter 10: Leading Others No access Pages 233 - 262
Chapter 11: Democracy and Bureaucracy No access Pages 263 - 282
Chapter 12: Leadership Lessons, Enduring Issues, and Renewable Legacies No access Pages 283 - 306
Appendix A No access Pages 307 - 310
Bibliography No access Pages 311 - 318
Index No access Pages 319 - 340
About The Author No access Pages 341 - 341