R G Priyadarshini
Biographic Data
| ID | 6804052 |
|---|---|
| NAME | R G Priyadarshini |
| GIVEN NAMES | R G |
| FAMILY NAME | Priyadarshini |
| SIGNATURE | PRIYADARSHINI R G |
| AFFILIATIONS | XIM University |
| ORCID | 0000-0002-6292-3463 |
| VERIFIED | Yes |
| TOTAL WORKS | 2 |
| TOTAL CITATIONS | 0 |
| WORKS AS AUTHOR | 2 |
| WORKS AS EDITOR | 0 |
| FIRST PUBLICATION YEAR | 2026 |
| LATEST PUBLICATION YEAR | 2026 |
| H-INDEX | 0 |
Philosophical Anthropology and Adaptive Ethical Leadership Paradox
Although ethical leadership has been referred to as the basis of ethical judgements, the newer research identifies a perplexing conflict: It can be both an ethical agent and something that creates an ethical dilemma. The present study investigates these contradictions in an interdisciplinary context by leveraging data in philosophical anthropology, organizational behaviour and cognitive psychology. We highlight some of the limits of existing ethi…
Rethinking ethical leadership
Ethical leadership has emerged as a salient construct in management scholarship, often portrayed as a panacea for organisational deviance. Dominant thinking, however, reduces it to a fixed repertoire of traits or prescriptive virtues, while ignoring the moral complexities, power relations, and contextual contingencies that shape ethical action in practice. Whereas ethics-as-practice work has developed a relational and situated account of morality…
No prominent works on this page.
Philosophical Anthropology and Adaptive Ethical Leadership Paradox
Although ethical leadership has been referred to as the basis of ethical judgements, the newer research identifies a perplexing conflict: It can be both an ethical agent and something that creates an ethical dilemma. The present study investigates these contradictions in an interdisciplinary context by leveraging data in philosophical anthropology, organizational behaviour and cognitive psychology. We highlight some of the limits of existing ethi…
Rethinking ethical leadership
Ethical leadership has emerged as a salient construct in management scholarship, often portrayed as a panacea for organisational deviance. Dominant thinking, however, reduces it to a fixed repertoire of traits or prescriptive virtues, while ignoring the moral complexities, power relations, and contextual contingencies that shape ethical action in practice. Whereas ethics-as-practice work has developed a relational and situated account of morality…
Action (physics (1 work) · Construct (python library (1 work) · Ethics in Business and Education (1 work) · Mainstream (1 work) · Management and Organizational Studies (1 work) · Moral authority (1 work) · Moral disengagement (1 work) · Power (physics (1 work) · Premise (1 work) · Presupposition (1 work)