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Key Features:Combines perspectives of leading management scholars on a very timely topic (virtues in organizations) that has been largely neglected in the literaturePresents cutting-edge thinking and research in multiple forms - conceptual treatments, empirical articles, cases, essays, and interviews. It serves as an ideal text for courses or training programs on ethical and positive management and leadership. Similarly, it can be used as a valuable reference for academics, trainers, consultants and professional managersTranscends academic disciplinary boundaries for greater insight and synergy of divergent perspectives about virtuous organizing and leadershipHighlights the importance of virtuous behavior and management beyond traditional business values and offers innovative thinking that can potentially infuse organizations with greater integrity and wisdomProvides real-life examples/cases of organizations that have demonstrated practical applications of virtuous management in crises, ordinary and exemplary times.

AbstractThis article presents a qualitative case study of Herman Miller Inc., a "Virtuous Organization" and leading innovator and manufacturer in the business furniture industry. It adds to the literature by examining the role shared leadership can play in fostering sustainable performance in one organization that has a track record of virtuous organizational behaviour and long‐term success. Herman Miller has survived and thrived in the face of multiple setbacks. Our findings suggest two primary values potentially moderate the relationship between shared leadership and sustainable performance: (a) an ongoing creative process, and (b) recognition of every organization member as a valuable resource. We propose a conceptual model and offer preliminary qualitative evidence supporting key components and relationships implied by the model. Copyright © 2010 ASAC. Published by John Wiley & Sons, Ltd.