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Edited by Joanne B. Ciulla and Tobey K. Scharding

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Edited by Joanne B. Ciulla and Tobey K. Scharding

Perhaps the fundamental question in CSR is: What are the responsibilities of businesses and business leadership to society? Moreover, do the responsibilities of business change in times of social and political turmoil? The chapters in this book tackle several aspects of these questions with chapters on business and politics, the environment, technology, and immigration; along with broader questions about leadership, governance, and the very nature of CSR.
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Joanne B. Ciulla and Tobey K. Scharding

These are troubling times on both sides of the Atlantic. Immigration, Brexit, terrorism, the financial crisis, the election of Donald Trump, and the emergence of nationalism in the US and Europe have created ethical challenges for business leaders as well as most others. Populist political leaders have tapped into the feelings of voters who have been ignored by leaders, left behind during globalization, replaced at work by new technologies, and disheartened by social legislation in areas such as gay marriage and abortion. While some citizens in the US and Europe believed that the world was getting better, others silently watched in dismay. Meanwhile, we also see an increase in xenophobia, racism, antisemitism, and Islamophobia. The increasingly polarized political environment has made it difficult for leaders to reach a consensus about how to best tackle pressing questions about immigration, human rights, the environment, and the regulation of business and new technologies. This is a challenging environment, one where business leaders may sometimes be called upon to decide where they stand. In a speech, Apple CEO Tim Cook said, “The reality is that government, for a long period of time, has for whatever set of reasons become less functional and isn’t working at the speed that it once was. And so it does fall, I think, not just on business but on all other areas of society to step up” (Sorkin, 2017). His comment raises a cluster of foundational questions about Corporate Social Responsibility (CSR) and the role of business in turbulent times: Who should be responsible for what in a society? What are the responsibilities of businesses and business leadership to society? Moreover, do the responsibilities of businesses increase when there are social and political problems? And finally, what does it mean for a business to “step up”?

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James K. Beggan

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Edited by Jonas Gabrielsson, Wafa Khlif and Sibel Yamak

Boards of directors are complex systems, and it is imperative to understand what the contextual forces are that shape the direction and make-up of boards. This Research Handbook provides inspiration for researchers and practitioners interested in the manifold dimensions and facets of context surrounding boards of directors.
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Sexual Harassment, the Abuse of Power and the Crisis of Leadership

"Superstar" Harassers and how to Stop Them

James K. Beggan

Within these pages James K. Beggan puts forward a novel approach to understanding sexual harassment by high value superstars in the workplace. The approach integrates ideas derived from evolutionary theory, utility theory, sexual scripting theory and research on the regulation of emotion. Besides providing a better understanding of the phenomenon, the book aims to contribute to the development of better techniques to prevent sexual harassment. 
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James K. Beggan

This chapter considers the role of emotions in understanding and preventing sexual harassment. Men tend to regret failing to act on a sexual opportunity more than the regret the transient embarrassment associated with being rejected for acting on what is actually an unwanted approach. Despite their widespread use, existing training programs to prevent sexual harassment are generally not effective. One reason is that they tend to motivate compliance by the fear of lawsuits or termination, which may be ineffective if potential harassers view defiance of the threat as a way to demonstrate courage. Rather than focusing on fear, training methods that focus on shame could be more effective; however, it is important to consider the nature of the induced shame. Social movements such as the #MeToo hashtag might be counterproductive to the degree that their efforts to induce shame lead harassers to withdraw or to attack their attackers.

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Edited by Alexander-Stamatios Antoniou, Cary Cooper and Caroline Gatrell

It is over half a century since the first sex discrimination laws were enacted. No doubt the women who fought during the 1960s and 1970s, for equality of pay and opportunity, would have imagined a fairer world than the one we find ourselves in today. There are certainly some areas where improvements have been made. More women make it to middle management levels, and many formal barriers preventing women from reaching the top levels in organizations have been removed. Yet as Chapter 10 (Burkinshaw and White) demonstrates, for those women who do make it to the highest levels within their occupations, fitting in with male-dominated cultures can be challenging. According to Chapter 12 (Antoniou and Aggelou) social and gender stereotypes still dictate the way female managers ought to behave and the ones who defy them often face multiple consequences. And as Gatrell and Peyton (Chapter 18) observe some mechanisms barring women from career advancement have remained firmly in place until the present decade.

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Women, Business and Leadership

Gender and Organisations

Edited by Alexander-Stamatios Antoniou, Cary Cooper and Caroline Gatrell

This timely and comprehensive book analyses the role of women in leadership from both managerial and socio-emotional perspectives. The authors review the issues that affect real women in business and evaluate what can be done to support and develop women managers. Chapters explore topics such as the stereotyping of leading women, gender equality and discrimination, the glass ceiling and barriers to promotion, the work/home conflict, the gender pay gap and job insecurity, female authority and career development.
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Edited by Laura Hyatt and Stuart Allen