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Trust in leaders has reached its low point in recent years as employees, peers, and the public-at-large voice their disapproval of decisions made by those who head corporations, government, churches, and public institutions in virtually every country throughout the world. In a society that Princeton scholar David Callahan has labeled "the cheating culture," people of every class, culture, and country yearn for leaders whom they can believe, respect, and follow.

Improving business education introduction and overview -- The evolution of business education -- Focusing on efficiency : an asset of management control -- The importance of cooperation : insights from barnard and follett -- The quest for understanding : whether you mean it or not -- Business ethics and business education : a continuing struggle -- Raising the bar for business : the need for greater "validity" -- Business education: opportunities and realities -- Acknowledging transformative change : the inevitability of progress -- Paper entrepreneurialism and the focus on wealth -- Business ethics and business education : a continuing struggle -- Assessing business education : as good as it ought to be?.

"We live in a time when trust in leaders at all levels of society has declined, when students at colleges and universities openly acknowledge that they cheat, and when the reputations of even the most admired leaders have been sullied by misconduct. It is a time when the future of tomorrow's generation appears to be growing dimmer and those who have passed on burdens that will have to be borne have clearly neglected their moral responsibilities. Fixing the blame is far less important than fixing the problem. The root cause of today's concerns and tomorrow's future lies in the failure of those who claimed to be trusted leaders to demonstrate personal integrity. This book introduces the concept of "moral identity" as a metric for leaders and organizations of all types to reexamine their moral responsibility. We suggest that moral identity provides a compass for leaders and organizations to adopt in rethinking their obligations to themselves, to their associates, to their customers, to society, and to future generations. The book includes a metric for personal self-assessment, for guiding individuals and organizations, and for establishing a standard for evaluating those who aspire to lead. This book takes a harsh look at the failings of leaders and provides a meaningful resource to those who are willing to lead society to rethink its future"--

Trust in leaders has reached its low point in recent years as employees, peers, and the public-at-large voice their disapproval of decisions made by those who head corporations, government, churches, and public institutions in virtually every country throughout the world. In a society that Princeton scholar David Callahan has labeled "the cheating culture," people of every class, culture, and country yearn for leaders whom they can believe, respect, and follow.

Covers -- Editorial board -- Guest editorial -- Positive leadership and adding value - a lifelong journey -- Reforming the criminal justice system - an ethical leadership approach -- Good enough leadership: realism without cynicism -- Communicating with stakeholders when bad news is uncertain -- Social responsibility in a troubled world

Public safety assessment centers are primarily conducted for promotional examinations. The duties owed to the stakeholders served by public safety assessment centers have been generally outlined in the newly revised Guidelines and Ethical Considerations for Assessment Center Operations. This paper provides a useful matrix that identifies seven ethical duties owed to each of seven stakeholders and a major purpose of this paper is to explicitly articulate and explain the extent of these duties and their importance as part of the Assessment Center Administrator's duty related role. The authors present this matrix as a framework for helping assessment center administrators and other key public sector professionals as they consider the broad array of obligations owed in properly conducting an assessment center selection or promotional process. False short-term economies may result by shortcutting these explicit and implied ethical duties. The matrix provides a simple but helpful perspective for evaluating the degree to which public safety assessment centers meet duties owed, and allows human resource professionals and other decision makers to identify the associated costs and benefits.

This paper summarizes 10 classic errors associated with selection and promotion related Assessment Center (AC) administration. Critical errors covered are: 1. Poor planning, 2. Inadequate job analysis, 3. Weakly defined dimensions, 4. Poor exercises, 5. No pre-test evaluations, 6. Unqualified assessors, 7. Inadequate assessor training, 8. Inadequate candidate preparation, 9. Sloppy behavior documentation and scoring, and 10. Misuse of results. The list of common errors is aimed at assisting public human resource professionals in assessing the extent to which the assessment centers used by their jurisdictions comply with "best practices." Reducing and/or eliminating the errors in this list will allow municipalities to more efficiently and effectively use ACs for employee promotion and selection decisions.