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#12041. Character: A muscle leaders must develop
| October 2026 | publication date |
| Proposal available till | 07-06-2025 |
| 4 total number of authors per manuscript | 0 $ |
| The title of the journal is available only for the authors who have already paid for |
| Journal’s subject area: |
| Sociology and Political Science; Organizational Behavior and Human Resource Management; Applied Psychology; |
| place 1 | place 2 | place 3 | place 4 |
| Free | Free | Free | Free |
| 2350 $ | 1200 $ | 1050 $ | 900 $ |
Contract №12041.1   | Contract №12041.2 | Contract №12041.3 | Contract №12041.4 |
1 place - free (for sale)
2 place - free (for sale)
3 place - free (for sale)
4 place - free (for sale)
Abstract:
Leading an organization is the quintessential experience of being “in the arena.” It means having ultimate responsibility for outcomes without having full control over shaping them. It means absorbing the fears and criticisms of others without giving way to one’s own doubts. It means pushing the organization to venture into unfamiliar terrain, challenging internal orthodoxies, and encouraging people to stretch their perceived limits. It means making private sacrifices and risking public failure. Character is the ability to do what is right and not compromise one’s values or integrity. That is the foundation upon which all the other essential leadership traits are built. The research investigates that character-testing decisions are often further complicated by pressure from stakeholders who make it clear that your choices will deeply affect your career. Every leader must make difficult choices that form tests of character. These decisions may have serious ethical implications or significant impact on employees’ livelihoods, other executives’ careers, investors’ returns, or the trajectory of the organization. Amid waning public trust in corporations and the proliferation of regulations and social media, top executives face enormous pressure and an unrelenting spotlight.
Keywords:
Leading; experience; organisation; public trust; responsibility; ethical implications; leadership
Contacts :
2 place - free (for sale)
3 place - free (for sale)
4 place - free (for sale)
Abstract:
Leading an organization is the quintessential experience of being “in the arena.” It means having ultimate responsibility for outcomes without having full control over shaping them. It means absorbing the fears and criticisms of others without giving way to one’s own doubts. It means pushing the organization to venture into unfamiliar terrain, challenging internal orthodoxies, and encouraging people to stretch their perceived limits. It means making private sacrifices and risking public failure. Character is the ability to do what is right and not compromise one’s values or integrity. That is the foundation upon which all the other essential leadership traits are built. The research investigates that character-testing decisions are often further complicated by pressure from stakeholders who make it clear that your choices will deeply affect your career. Every leader must make difficult choices that form tests of character. These decisions may have serious ethical implications or significant impact on employees’ livelihoods, other executives’ careers, investors’ returns, or the trajectory of the organization. Amid waning public trust in corporations and the proliferation of regulations and social media, top executives face enormous pressure and an unrelenting spotlight.
Keywords:
Leading; experience; organisation; public trust; responsibility; ethical implications; leadership
Contacts :
