Call For Papers - IOBC 2020
The Fifth Israel Organizational Behavior Conference (IOBC)
January 5th-7th, 2020
submission of papers is closed
The submission deadline is over - if you have any questions please email: email@example.com ***
Power, Leadership, and Ethics in Organizations
Following the success of previous Israel Organizational Behavior Conferences (IOBC), we are pleased to announce the call for papers for the Fifth IOBC. It will be held at Tel Aviv University on January 5-7, 2020. Sponsored by Tel Aviv University, The Hebrew University, Ben-Gurion University, and the Technion, and co-sponsored by the Organizational Behavior Division of the Academy of Management (AOM) and Academy of Management Discoveries, the fifth conference will focus on power, leadership, and ethics in organizations.
The tentative program features Barry Staw (Berkeley), Maurice Schweitzer (University of Pennsylvania) and Deanne den Hartog (University of Amsterdam) as keynote speakers. IOBC will offer a unique opportunity to explore recent developments and new directions in power, ethics and leadership in organizations. The conference will provide numerous opportunities to share work-in-progress, get feedback, and interact with leading scholars in the field to forge fruitful and on-going collaborations.
Across history and cultures, power, leadership, and ethics remain ubiquitous features of organizational dynamics. Early work on power and antisocial/unethical behavior set the stage for a body of work portraying a complex picture linking power to reduced empathy and compassion, decreased justice concerns, increased aggression, and (self-serving) dishonesty, but also to amplified moral impulses, reduced immoral behavior that involves others, and possibly to higher levels of organizational citizenship behavior by followers. In light of corporate scandals and the current leadership crisis, it is particularly important to understand ethical aspects of leadership as exemplified in the study of ethical, spiritual, authentic, inclusive, transformational and abusive leadership, and, more generally, understanding the interplay between power, leadership and ethics, as well as the conditions that amplify positive outcomes and dissipate negative outcomes. Numerous aspects at the intersection of power, leadership and ethics are poorly understood, and many questions remain unexplored.
We welcome submissions relating to the themes of power, leadership, and ethics in organizations. We invite research with different methods (quantitative and qualitative), levels of analysis (individual, group, organization, society) and disciplines, including organizational behavior, management, psychology, economics, political science, and sociology. We particularly encourage studies that relate to a combination of two or more of the conference’s themes. Examples of questions and issues that submissions may examine are:
- How do organizational climate, culture, norms, and values affect the relationship between power and ethics?
- How can we prevent the misuse of corporate power and what interventions can be used to respond to unethical actions of others?
- How do power and ethics interact in affecting decision-making processes at the individual and organizational levels?
- How are power and ethics in organizations influenced by shifts in the nature of political discourse in the broader society?
- What causes normally ethical employees and managers to transgress?
- When and why is power conferred to people with questionable ethical standards, and what causes followers to support or turn a blind eye to leaders’ ethical transgressions?
- What is the role of emotion in organization members’ perceptions of and reactions to ethical and unethical leadership?
- What are the contextual and individual differences that affect the tendency to become ethical leaders and the propensity to label leader behaviors as (un)ethical?
- Do ethical leaders lead to better functioning and more satisfied employees?
- What are the positive and negative effects of (in)congruence between employee and leader ethical values?
- Can unethical behavior yield unanticipated positive consequences? Under what circumstances can ethical leadership be counterproductive?
- How do negative (e.g., abusive) and positive (e.g., ethical) forms of leadership differ in terms of follower performance, loyalty, and well-being?
- How do low-, middle-, and top-level leaders differ in values, perceptions, and beliefs regarding organizational power and ethics?