Journal of Leadership, Accountability and Ethics

Artificial Intelligence’s Role in Student Plagiarism: A Graduate University’s Model of Best Practices

James D. Halbert — 2024-09-02

This white paper discusses a model of best practices to better identify and address plagiarism issues with students using AI. It serves as an example to help younger institutions that may not have a policy in place to recognize the importance of hitting this head-on. By creating a taskforce, we were able to quickly come to a resolution for a university that has three campuses in Chicago, Online, and in Vancouver, BC. We also share best practices that will help current professors and core faculty alike in dealing with plagiarism from students using AI in their work. We end with a discussion of examples that support this effort.

Examining Psychological and Physical Distance and Ethical Leadership During a Pandemic: A Two-Sample Study of the Effects on Ratings of Crisis Leader Effectiveness, Well-Being, and Improved Business-Related Outcomes

Kate McCombs — 2024-09-02

Amid the challenges posed by COVID-19, this research focuses on the role of ethical leadership in shaping perceptions of crisis leaders’ effectiveness, personal well-being, and business-related outcomes. In this two-sample study, we contrast political leadership at the highest level examining the ethical leadership of a distal executive (President Biden) and a proximal executive (CEO leadership) – advancing literature about why top management ethical leadership matters, the importance of moral and duty-based views, and distal or proximal leadership. This research expands our understanding of ethical leadership and prompts rethinking leadership roles, echoing the urgency to prioritize ethical leadership given its profound impact.

7Cups’ Support Services: A Critical Examination of the Risks and Ethical Concerns

Keagan Gilmore — 2024-09-02

This critical examination scrutinizes the risks and ethical concerns surrounding 7Cups, an online platform providing emotional support to individuals globally. Through firsthand experience and scientific analysis, this report highlights several issues within 7Cups’ support services, including the facilitation of gender transition in teens, shortcomings in group chat room moderation, and inadequacies in listener training. Concerns arise regarding the potential harm caused by hasty recommendations for gender transition without proper evaluation, the lack of supervision in group chat rooms leading to ineffective support, and the absence of accountability and oversight for listeners, potentially resulting in harmful advice. The report underscores the need for a more personalized and comprehensive approach to emotional support, prioritizing ethical principles, and ensuring the safety and effectiveness of mental health services provided by platforms like 7Cups.

Hybrid Leadership and Incivility in Healthcare

Betsy Sparks — 2024-09-02

With a rise in incivility in the workplace, leadership is critical for today’s healthcare organizations. There are many leadership styles to consider for healthcare leaders. This research focuses on nine leadership and hybrid leadership styles to determine significant relationships to incivility among healthcare employees. We used the Vannsimpco Leadership Survey and Chung et al.’s Work Group Incivility scale to survey 174 healthcare employees. Our study found that managers need to know that one leadership style may not be the best and that a combination of styles may be needed in varying situations. We found that transformational and autocratic-transformational leadership styles reduced incivility between healthcare employees. Our study indicated that when a manager uses transformational leadership or a hybrid form of autocratic-transformational leadership, healthcare employees have less incivility.

The Influence of Servant Leadership on Employee Turnover Intention: Employees Want to Be Heard

Jason Yarbrough — 2024-09-02

Employee turnover is expensive. This qualitative single-case study examined the effectiveness of the servant leadership characteristic of listening concerning employee turnover intention in the manufacturing industry. The study sampled seventy randomly selected employees from a cross section of a manufacturing plant from each generation using a structured five-point Likert scale questionnaire. Findings suggest the servant leadership characteristic of listening is critical to reducing employee turnover intention in millennials in this industry. Employees wanted to be listened to, cared about, and for leaders to consider their opinions. Servant leaders practice listening, inclusion in decision-making, and development of employees.

Protecting Employers Property From Harm by Former Employees: What Can Be Used if Non-Compete Are No Longer Valid?

Michael T. Zugelder — 2024-09-09

Non-competition agreements employers have relied on to prevent former employee competition are increasingly unenforceable in the courts and may be banned altogether. Concerns that they unduly limit an individual’s ability to work have been joined by recent studies that show use is also causing several incidents of macroeconomic damage. Employers need to consider adopting alternative means to protect property interests that could be placed at risk by competing former employees. When doing so, care should be taken to use terms that comply with governing law and are made binding on employees only as necessary to protect employers’ at-risk property interests.

Can Your Leadership Increase Mine? Enabling IT Self-Leadership Through Transformational IT Leadership

U. Yeliz Eseryel — 2024-09-09

Despite substantial investments by companies in technology projects, these resources are often not utilized to their maximum capability. People can enhance their use of technology by taking leadership in their IT use, i.e., by exhibiting IT self-leadership. This way, they may contribute to applying technology in ways that boost the innovativeness of their team. Therefore, the more IT self-leadership employees exhibit, the better the IT-utilization of the organization is. This study investigates the connection between the team leaders’ transformational IT leadership and team members’ IT self-leadership. Findings from diverse European teams in various industries indicate a positive relationship between the two.