Series Foreword
Georgia Sorenson and Ronald E. Riggio
Acknowledgements
Introduction
1. Ethical Starting Points
2. Using Influence Tactics
3. The Special Case of Rational Persuasion?
4. Rethinking the Ethics of Authenticity
5. Leadership Theory and the Role of Moral Valence
6. Autonomous Relationships
Conclusion
Works Cited
Index
Biography
Terry L. Price is Professor and Coston Family Chair in Leadership and Ethics at the Jepson School of Leadership Studies, University of Richmond, USA.
"Price, one of the best scholars in leadership ethics, breaks new ground in this exploration of the ethics of influence. The book tackles the primary task of leadership—how to get followers to work towards a common goal. Price reminds us that when it comes to influence, bad leaders have more in common with good leaders than most of us are willing to accept. He deftly shows how agency that respects the autonomy of followers forms the middle ground between making and letting people do something. This eloquently written book is a ‘must read’ for leadership scholars and anyone who has attempted to lead." —Joanne B. Ciulla, Professor and Director of the Institute for Ethical Leadership, Rutgers Business School, USA
"In this timely, yet timeless, philosophical inquiry into the ethics of leadership influence, Terry Price elegantly (and ethically) ‘gets’ the reader to confront and transcend the familiar but unhelpful divisions between good versus bad leaders; hard versus soft influence tactics; means versus ends; and realism versus idealism in ethical leadership. In the process, he has created the ethical leadership book that I and many other leadership practitioners/scholars have long been seeking. I am pleased to report, having read this fine book, that leadership is still our best hope for autonomy." —Brad Jackson, Professor of Social Innovation, Griffith University, Australia
