Various historical events and attitudes have demonstrated that ethical leaders might intentionally or unintentionally make unethical decisions. History suggests that ethical leaders relying on strong technology alone could make unforgivable mistakes, but their interaction can limit such mistakes. In this study, we suggest that the interaction between technology and ethical leadership is proposed as a key factor in precluding or minimising unethical decisions by providing checks and balances capable of reducing the potential for unethical acts. A conceptual model is offered, along with propositions to help guide future research and practice. The degree to which technology and ethical leadership interact represents one of the key factors in understanding the potential for ethical/unethical acts. This conceptual study does not contain empirical data. This study is the first attempt that proposes the need of technology-leadership interaction to minimise unethical acts.
|Lecture Notes in Computer Science
|HCI in Business, Government and Organizations
|23/07/23 → 28/07/23