Zeppelin University | Responsible Leadership Log#1

ΓΝΩΘΙ ΣΑΥΤΟΝ

Responsible Leadership Log #1 NOTES FROM THE LEADERSHIP EXCELLENCE INSTITUTE ZEPPELIN

The cover shows a graphically reduced reconstruction of the temple of Apollo in Delphi (525 BC). In reality the words “ΓΝΩΘΙ ΣΑΥΤΟΝ” (“Know Thyself”) were to be found on a column inside the temple, not on its tympanum. However, both the motto, “Know Thyself” and the function of the oracle of Delphi in ancient Greek culture relate the essential idea of leadership. For one thing, the oracle was consulted, inter alia, by political and military leaders of that age whenever important decisions had to be made.

For another thing, by telling those leaders “Know Thyself”, the oracle stipulated one of the central tenets of good leadership: that the prerequisite for being a leader is one’s ability to lead oneself.

Date: June, 2016.

P R O F H C D I P L- I N G K A R L S C H L E C H T

“I am delighted that KSG has found in ZU a partner that shares its vision of raising management education in Germany to a new level.�

Prof hc Dipl-Ing Karl Schlecht, Chairman of the Karl Schlecht Foundation KSG Initiator and founder of the Leadership Excellence Institute Zeppelin | LEIZ

DIR EC T OR ’S E DI T OR I A L

All human beings have their weaknesses: a bit of greed here, a

Needless to say, that those traditional types of leadership that

spot of envy there; add some stinginess, vanity, and ambitious-

rely solely on the individual leader’s personal integrity have

ness into the mix, and what you get is an average person like

proven to fall short of requirements is nothing new. Scores of

you and me. Leaders being human, it is inevitable that they, too

economists and psychologists have worked hard to provide

– their outlook, decisions, and interaction with others – contain

alternatives to Max Weber’s leadership models, some of them

traces of all those petty little weaknesses.

revolutionizing leadership practice in organizations.

We are all only human – and that’s where the trouble starts

A comprehensive notion of leadership – the Leadership Excellence Institute Zeppelin | LEIZ

To be clear on this point: leadership character matters, so while all these minor weaknesses do not diminish somebody’s qual-

The idea upon which the Leadership Excellence Institute Zep-

ity as a leader, they may very well diminish the quality of the

pelin | LEIZ was founded at Zeppelin University, Lake Constance,

leadership excellence he or she exercises. For at some point,

was to merge both economic and psychological approaches

they are bound to manifest themselves as significant faults

into one consistent model that would integrate the level of the

within a leader’s decision record. These faults, in combination

individual, i.e. the motivation and character of a person, with the

with organizational and structural disincentives, may quite pos-

effectivity and efficiency of organizational structures. We call this

sibly lead to damaging chains of events inflicting harm on eco-

approach Relational Leadership. Initiated and facilitated by the

nomic, political or societal entities, on those holding stakes in

Karl Schlecht Foundation and its founder, industrialist and philan-

those entities, and not least on the leader.

thropist Karl Schlecht, the Institute came into being in 2013 when the Professorial Chair of Institutional Economics (Josef Wieland)

Personal integrity is necessary but, alas, not enough

was established, followed in 2015 by the Professorial Chair of Economic Psychology and Leadership Ethics (Carmen Tanner).

It would therefore be careless for leadership within an organization – be it a business, an NGO , a civil-society organization or a

Between them, the two chairs cover the entire spectrum from

government – to be driven solely by a leader’s personal qualities.

– on the one hand – Integrity, Corporate Governance, Risk and

Ultimately, even the strongest personality is too weak to carry

Compliance Management, Sustainability and Strategic Corpo-

the burden of leadership without the support of appropriate

rate Responsibility Management, Global Value Creation and

organizational structures, and any attempt to do so regardless

Transcultural Leadership and – on the other – Behavioral Busi-

will end in tears: be it the Volkswagen pollution-emissions scan-

ness Ethics, Moral intelligence, and the issue of honesty and

dal, the Siemens bribery affair, the crash of Lehman Brothers,

dishonesty. Common to both Chairs is an interest in Character

or, indeed, the 1873 financial crisis, the French Revolution, the

Formation, while their continuous joint work on the integrated

30-Year War, and the fall of the Roman Republic.

concept of Relational Leadership forms the basis of the Institute’s future strategic development.

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How to go about it?

What the Institute and its two professorial chairs aim to achieve is, succinctly put, to square the circle by asking four questions.

First, how can an organization, by means of appropriate management structures, ensure that a leader’s personal strengths are best capitalized upon, and his weaknesses contained? Second, what are those strengths and weaknesses, which factors are conducive or detrimental to their formation, and how can organizational governance accommodate these factors? Third, how may the first two questions be answered in such a way as to cover not merely the economic sector but also the public sector and civil society? Finally, once those questions have been answered partly or comprehensively, how can the findings best be translated into leadership practice in organizations?

By answering these four questions, LEIZ sets out to devise a practical model of responsible, inter-sectoral leadership that benefits individuals, organizations and society at large by creating shared economic value.

Give us a shout!

True to its title, the Responsible Leadership Log will record the stages of our journey towards answering these – and many more! – questions. Our hope is that, through reading the Log, you may take an interest in our activities and perhaps detect links to your own work. And please do feel encouraged to contact us – we would be delighted to hear from you!

Prof Dr habil Josef Wieland, Director

PROF DR JOSEF WIEL AND

PhD programme “Ethics and Good Business Management” At the beginning of 2014, the Leadership Excellence Institute

The field project “Managing the Sustainable Development

Zeppelin | LEIZ and the Wittenberg Center for Global Ethics

Goals form a Firm’s perspective: Translating Normativity into

( WCGE) launched a joint PhD programme. The platform is sup-

Shared Value” is jointly conducted by W ZGE and LEIZ under

ported by the Karl Schlecht Foundation (KSG) and awards schol-

supervision of Prof Dr Josef Wieland and Isabel Jandeisek.

arships to committed, internationally minded PhD candidates

Against the backdrop of the ever – increasing importance for

interested in issues relating to good business management

companies to manage the SDG s alongside their core operations,

in a global context. The programme was developed jointly by

the study argues that the SDG tools to date restrict themselves

Prof Dr Josef Wieland and Prof Dr Dr Karl Homann, and con-

to a mere qualitative management approach: they fail to take

stitutes the only platform of its kind for research in the field

into account the language-specific disposition of firms that is

of business and corporate ethics. Besides providing students

largely characterized by quantitative communication patterns.

with subject-specific qualifications though practice fora, project

Building upon the stateoftheart in SDG management, we aim at

studies, and lectures, the programme also seeks to give them

devising a “SDG Tool Box” for corporations. To do so, we shall

an opportunity to connect with companies and the business

develop an “SDG Market Evaluator” as a more figure-based ap-

community.

proach to SDG management. An SDG workshop with selected practitioners will be conducted in the course of the project, al-

The aim is to produce theoretically grounded yet practically appli-

lowing to evaluate the applicability and soundness of the SDG

cable contributions towards responsible business management

management tools and thereby revealing future development-

in the context of global competition, and thereby help to shape

and research potentials.

the discourse within academia, business, and civil society.

Contact: isabel.jandeisek@zu.de

The Sustainable Development Goals: challenges of SDG management in the business sector

The United Nations’ recently published Sustainable Development Goals (SDG s) require companies to “apply their creativity and innovation to solving sustainable development challenges” ( UN 2015). In this context, management tools have been provided by the United Nations and cooperating institutions to facilitate a successful SDG management in the business sector.

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L E A D E R S H I P – U N D E R G R A D U AT E A N D P O S T G R A D U AT E E D U C AT I O N

Compact course “Leadership and Personality”

Notable bachelor’s and master’s theses at LEIZ :

In October 2015, twelve ZU students and alumni spent five days

Sigfried Raphael Johannes Eisenmeier

together in a chalet in Bavaria investigating how leadership skills can be cultivated through consciously developing one’s own personality. The course was organized by the Institute for Phi-

(BA in Sociology, Politics and Economics): “The tragedy of the co-operative? An institutional approach to common resources and co-operatives”

losophy and Leadership of the Jesuit School of Philosophy in Munich in collaboration with the Leadership Excellence Institute

Marcel Metzner

Zeppelin | LEIZ .

(BA in Sociology, Politics and Economics): “An ecological theory of the firm. Integrating the natural environ-

In addition to technical competence, a leader – particularly in

ment into stakeholder theory”

top-level positions – needs to have a mature, stable character.

Without a high degree of self-reflection, self-awareness, and a personal capacity for critical analysis of existential and ethical questions, no leader will be able to take responsible decisions and provide guidance to others. Learning the art of self-leader­

Rasmus Pichler (BA in Sociology, Politics and Economics): “A network view of the firm: supplier audits as the endogenously social governance of the supply chain”

ship is therefore a key task for anyone wishing to become a top executive. Consequently, the course focused on critical

Diana Stimmler

self-analysis rather than traditional teaching.

(BA in Sociology, Politics and Economics):

Contact: silke.rinkenburger@zu.de

“When moral behavior prevails: Developing boundary conditions of moral licensing theory” Isabelle Ermer (MA in Communication and Cultural Management): “The Leadership Motivation of Generation Y in the Context of the Discourse on the Shortage of Female Executives” Marc Wörtler (MA in Corporate Management and Economics): “Narcissism among Executives”

L E A D E R S H I P – U N D E R G R A D U AT E A N D P O S T G R A D U AT E E D U C AT I O N

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P R O F D R C A R M E N TA N N E R & D R M AT T H I A S S O H N

study spotlight: Carmen Tanner’s seminar “Behavioral Business Ethics – which psychological factors facilitate or hinder ethical behavior?”

LEIZ

Behavioral Business Ethics is an emerging interdisciplinary research field (at the intersection between Psychology, Ethics and Economics). Taking an empirical-experimental approach, the aim of this research line is to advance our understanding of how individual and contextual factors can contribute to the rise of unethical practices within organizations. The main goals of this course are to study and elaborate relevant theories and results from behavioral-ethics research, increase individual awareness of psychological biases and other factors that can facilitate unethical actions, and apply those findings to daily life and practice.

Carmen Tanner’s seminar addresses questions such as: Why is it that people (for all their good intentions) engage in unethical behavior without being aware of it? What makes people “morally blind”? Is a good character sufficient to effect ethical behavior? Do people rely on reasoning or intuition when deciding what is right or wrong? Is there a relationship between ethical behavior and the ability to control temptations? And if so, what happens when people are mentally depleted, thereby lacking self-control? How do people justify their own unethical behavior? How does money affect individual behavior? Does power corrupt human beings or not?

Contact: andrea.frueh@zu.de

L E A D E R S H I P – U N D E R G R A D U AT E A N D P O S T G R A D U AT E E D U C AT I O N

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Executive Master’s Programme “Leadership Excellence” The part-time course in Leadership Excellence run by the Lead-

Course outline (tentative)

ership Excellence Institute Zeppelin | LEIZ was developed especially for executives preparing for a career in top management

MODULE 1 “SOCIET Y”

or seeking to gain the relevant qualifications. Alongside classi-

ers in society is of the essence.

cal leadership topics relevant to this level of management, it

MODULE 2 “MARKETS”

– For any organization, managing its stakehold-

– Companies and markets have to master

also communicates an understanding of the political and social

interconnected networks, social innovation, and civil society’s produc-

contexts of modern leadership. In this way, the course enables

tivity within the context of globalization.

students to move confidently within an environment which is

MODULE 3 “LE ADERSHIP”

shaped not just by market factors but also increasingly by the

success lies in the ability to lead all stakeholders of an organization.

– Character matters, yet the ultimate key to

specific expectations of various social groups and by political

MODULE 4 “PERSONALIT Y”

regulations. It is aimed at decision makers from commercial

situation and its limitations.

– This module looks at the individual, its

enterprises, but also public institutions and non-governmental

MODULE 5 “INTEGRIT Y”

organizations such as associations, foundations or civil-society

character, mediates between law and ethics.

organizations.

MODULE 6 “PEOPLE”

– A leader’s integrity, based on ethos and

– Leaders require the willingness and ability to

co-operate, to trust, and to inspire trust.

Rooted in fundamental leadership issues, the course takes the

MODULE 7 ”DIGITALIZ ATION”

student’s own personality as a starting point in order to study

technologically mediated leadership interaction.

– The module will present models of

the person within the organization and the organization within

MODULE 8 “INTERSECTOR ALIT Y”

markets and society. Spanning issues of integrity, diversity, and

Shared Value as well as integrating business models and the realiza-

inter-sectoral management through to the megatrends of the

tion of social responsibility.

present, it links into leadership in the digital age, Industry 4.0,

MODULE 9 “MEGA-TRENDS”

and trend analysis, concluding with an outlook on the UN ’s

Development Goals inform leadership processes in organizations.

Sustainable Development Goals. A module abroad conducted

MODULE 10 “POLITICAL GOVERNANCE”

– The module is about generating

– Industry 4.0 and the UN ’s Sustainable

– Strategic leadership

jointly with one of Zeppelin University’s partner universities

includes dealing with political frameworks and influencing their

gives the course a transnational dimension which is intrinsic to

formation.

LEIZ ’s leadership concept.

MODULE 11 “GLOBALIZ ATION” (MODULE ABROAD, E.G. US)

– ‘Global’

describes not just a space, but also a manner of thinking and deciding.

The course is run collaboratively by LEIZ , ZU Executive Educa-

MODULE 12: “METHODS” (CROSS - MODULE)

tion and the Akademie für Führungskräfte, Überlingen.

and develop their knowledge of methods, ideas, and scholarly practice.

Contact: silke.rinkenburger@zu.de

MASTER’S THESIS

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L E A D E R S H I P – U N D E R G R A D U AT E A N D P O S T G R A D U AT E E D U C AT I O N

– Participants brush up

D R L E N N A R T B R A N D & D R R A M O N A KO R D E S C H

“Transforming Our World” – business-sector contributions and solutions to the Sustainable Development Goals

By Josef Wieland & Isabel Jandeisek In December 2014, UN General Secretary Ban Ki-moon circulat-

Which industries and companies does the Agenda 2030 spe-

ed his draft of a post-2015 agenda for sustainable development.

cifically target? How can the Development Goals be analyzed

The agenda itself, along with the Sustainable Development

conceptually as an expression of investment demand and po-

Goals (SDGs) defined within it, was approved in the following

tential? How can the generation and systematic instrumenta-

September 2015 by the UN General Assembly. Once accepted

tion of shared value be achieved in the interests of sustainable

by all UN states, it was to be applicable to all countries – in spite

develop­ment? Which innovation strategies can companies pur-

of, yet also precisely because of, the different realities, capacities

sue in order to provide technical solutions or business-model

and stages of development existing around the world. Hence

innovations to help meet global social challenges?

the wide-ranging nature of the social, ecological and economic development and sustainability goals, to which 169 sub-goals

In the context of this discussion, Ban Ki-moon put the business

can be assigned. The aspiration of a universal agenda implies

of “understanding economic performance, and our metrics for

nothing less than a common understanding of the problems we

gauging it” center-stage: which strategic challenges for suc-

face and a collaborative, collective operational framework which

cessful management and measurement of shared value need

brings together all the relevant players. The Development Goals

to be taken into account in this respect?

as a response to global challenges focus accordingly on shared responsibilities and effective solutions. In this way, a significant

The task of providing sustainable solutions within the SDG pro-

contribution towards solving the challenges articulated by the

cess requires not only the application of management stand-

SDGs is also expected of globally active companies, their man-

ards and systems, but also innovation, entrepreneurship, and

agement and their leaders: “Business is a vital partner in achiev-

leadership. What role do creative social entrepreneurship and

ing the Sustainable Development Goals. Companies contribute

social-innovation management play in this endeavor?

through their core activities, and we ask companies everywhere to assess their impact, set ambitious goals and communicate

Due to their necessary political and economic acceptance, SDG

transparently their results.” (Ban Ki-moon 2015).

innovations are – more than all other innovations – extremely

In light of this, our research at the Leadership Excellence In-

ernance and strategic integration of stakeholders will become

risky and unpredictable. Which new forms of corporate govstitute Zeppelin | LEIZ and the Chair of Institutional Economics

necessary? Against this background, how does inter-sectoral

focuses on questions concerning the role and contributions of

cooperation work, and who assumes the (financial) risks?

businesses within the SDG process: 12

E X C E L L E N C E – R E S E A R C H AT L E I Z

Achieving the Sustainability Goals requires effective corporate leadership- and management structures. How can our global value- and action orientation be strengthened? How can creative entrepreneurship and the concept of the “social entrepreneur” be promoted within established companies? How can a spirit of openness and cooperation be developed and integrated? How can diversity and intercultural management be extended to embrace a transcultural perspective? How important is a relational understanding of leadership in this context?

Against this background, the Responsible Leadership Log will trace the evolution of our research towards answering these questions. If you are interested in our work please do contact us!

Contact: isabel.jandeisek@zu.de

The UN Agenda “The Road to Dignity by 2030: Ending Poverty, Transforming all Lives and Protecting the Planet. Synthesis Report of the Secretary-General on the Post-2015 Agenda” can be found at: www.un.org/disabilities/documents/reports/ SG_Synthesis_Report_Road_to_Dignity_by_2030.pdf

Sustainable Development Goals: 17 Goals to Transform Our World www.un.org/sustainabledevelopment/news/communications-material

E X C E L L E N C E – R E S E A R C H AT L E I Z

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The Corporate Ethical Culture Barometer (CECB): monitoring and evaluating an organizations’ ethical culture

By Carmen Tanner & Katharina Gangl No doubt about it: business and banking scandals (e.g. Lehman

While compliance factors are related to strategies that are de-

Brothers, Volkswagen) involving examples of misconduct, such

signed to prevent misconduct and to control adherence to rules

as illegal and unethical activities (e.g. fraud, violating employees’

and codes of conduct, integrity factors are those that are de-

or customers’ rights or endangering public safety, usually lead

signed to encourage individual responsibility and self-regulation in

to tremendous costs and losses of reputation and trust. But why

order to follow organizational standards. Examples of compliance-­

do they happen? Of course, there may be “bad apples” – indi-

related dimensions in the CECB are the perceived clarity, complete-

vidual managers or employees who have actively engaged in

ness or usefulness of rules, or whether misconduct is tolerated or

misconduct. But one also has to look deeper into the organiza-

sanctioned within the organization. Examples of integrity-related

tion’s culture to uncover where ethical failures are likely to fester.

aspects assessed in the CECB are whether people feel confident

“Barrels” – the formal and informal structures within an organi-

to raise concerns about ethical issues; whether they feel free to

zation which can promote the development of (un-)ethical prac-

express their own values; or whether people are held account-

tices, also play a role. For practitioners and researchers alike, it

able for their behavior. Finally, the CECB asks to what degree

is therefore beneficial to have an instrument that helps to as-

role models (top managers, supervisors, co-workers) promote

sess and monitor those features of organizational culture. At the

or inhibit unethical conduct through social-contagion effects.

Leadership Excellence Institute Zeppelin | LEIZ , we are developing such an instrument: the Corporate Ethical Culture Barom-

We have successfully tested some versions of the CECB by

eter (CECB). Our intention is to advance and test a theoretically

conducting two surveys with a sample of 300 Swiss and 990

comprehensive but nonetheless short questionnaire designed

German employees and leaders [Gangl, K., Tanner, C., & Alig, L.

to assess the status of those aspects of an organization that are

(submitted)]. Beyond further advancing the quality of the CECB

likely to promote or hinder ethical conduct at the workplace. In

assessment tool, our vision and intention is to establish regu-

doing so, we are building upon past research into what it is in

lar monitoring of corporate cultures based on the CECB. As a

an organization that affects ethical conduct (Kaptein, 2008).

monitoring and evaluation tool, the CECB can provide relevant information for organizations and compliance officers in that it

The CECB is about the internal rules and the ethical standards of

helps to identify their own weaknesses and strengths. It can

both the organization and its leaders as perceived by employees.

provide information on benchmarks and trends, and can serve

It distinguishes between different factors drawing roughly on

to facilitate and evaluate interventions aimed at improving the

the well-known distinction between compliance and integrity,

ethical culture and behavior of organizations.

as well as role-modelling factors.

Contact: katharina.gangl@zu.de

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E X C E L L E N C E – R E S E A R C H AT L E I Z

Miscellaneous research projects

The CSR -Evaluator (Josef Wieland & Isabel Jandeisek)

The project has been approved by the Swiss National Science

The research project conducted in cooperation with the Federal

Contact: matthias.sohn@zu.de

Foundation and will commence in February 2016.

Ministry of Labor and Social Affairs (BMAS ) on the validity and impact of a CSR evaluation and management instrument was

Impact and evaluation project for Deutsche Lufthansa

successfully completed in 2015. In a follow-up project, the Lead-

(Josef Wieland & Angelica Marte)

ership Excellence Institute Zeppelin | LEIZ is now examining the question of how the resulting findings should be classified

LEIZ is currently conducting an impact and evaluation project

and interpreted in relation to existing measurement concepts

for Deutsche Lufthansa AG . The core leadership programme of

for CSR and shared value. A relevant evaluation study suggests

Lufthansa’s leadership development system has undergone a

that corporate data collection problems are primarily due to the

radical renewal. The impact and evaluation of this is being re-

complexity of the organizational structure and the consequent

searched as part of a master’s thesis by Laura Niemann under

configuration of the necessary computer units. The study ex-

supervision by Dr Angelica Marte. Collection of the relevant

amines the strategic challenges and implications for successful

data is currently in progress.

shared-value management in terms of internal control and exter-

Contact: avm@angelicavmarte.com

nal communication, arguing in particular for greater consideration of stakeholder interests in economic decision-making pro-

Leadership in civil society (Ramona M. Kordesch)

cesses. The research project runs until summer 2016, and the results will be published by Metropolis publishers as part of their

Due to extraordinary factors in terms of demography and the

series “Studies on Governance Ethics”.

current explosion of interest in the subject of migration in Ger-

Contact: isabel.jandeisek@zu.de

many, it is safe to assume that civil society will continue to rep-

Moral Sensitivity (Carmen Tanner & Matthias Sohn)

tive of competencies and the assumption of responsibilities in

resent a highly dynamic research field in Germany. The perspecthe Third Sector and beyond appears an interesting one, raising Conducted jointly by LEIZ and the University of Zurich, the aim

the question of new intersectoral institutional designs. This

of this interdisciplinary project is to address the role of moral

gives a new relevance to the necessity of relational leadership

sensitivity, being a key competence of moral intelligence and a

in civil-society organizations, as the actual effectiveness of the

precondition for moral decision-making, and behavior. The pro-

players will, in future, have to be measured in terms of the quality

ject asks how this competence can be assessed and whether it

of the organizations’ strategic interaction and cooperation.

can be promoted by making use of game-based learning tools.

Contact: ramona.kordesch@zu.de

E X C E L L E N C E – R E S E A R C H AT L E I Z

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NE W P UBL IC AT IONS

G A NGL , K ., HOFM A NN, E., DE GROOT, M., A N TONIDES, G., GOSLING A , S., H A RTL , B., & K IRCHLER, E. (2015).

Taxpayers’ motivations relate to tax compliance: Evidence from two representative samples of Austrian and Dutch self-employed taxpayers. Journal of Tax Administration 1(2).

G A NGL , K ., HOFM A NN, E., H A RTL , B., & K IRCHLER, E. (2016).

Power of authorities and trust in authorities determine the interaction climate and tax compliance.

In: D. Salter & L. Oats (eds.), Contemporary Issues in Taxation Research Volume 2. Birmingham: Fiscal Publications.

GIBSON, R., TA NNER, C., & WAGNER, A . (2016).

Protected values and economic decision making.

In: D. Sander & T. Brosch (eds.), Handbook of Values. Oxford: Oxford University Press.

SOHN, M., SOHN, W., K L A AS - W ISSING, T., & HIRSCH, B. (2015):

The influence of corporate social performance on employer attractiveness in the transport and logistics industry: insights from German junior talent.

International Journal of Physical Distribution & Logistics Management 45/5.

W IEL A ND J.; EHRENBERGER, M. (2016).

Governanceethik. In: van Aaken, D., Schreck, P. (eds.), Theorien der Wirtschafts- und Unternehmensethik.

Frankfurt a. M.: Suhrkamp.

W IEL A ND, J. (2016).

CSR – Shared value creation through intersectoral governance. In: Sacconi, L., Degli Antoni, G. (eds.),

Handbook on the economics of social responsibility: individuals, corporations and institutions. Cheltenham: Edward Elgar.

W IEL A ND, J. (2016).

Philosophie der Firma. In: Enkelmann, W. D., Priddat, B. P. (eds.), Reihe Wirtschaftsphilosophie. Marburg: Metropolis.

W IEL A ND, J., N AIR, M. (2015).

Human Resources Governance and Compliance: Essentials of Business Ethics. In: Zeuch, M. (ed.), Handbook of Human Resources Management. Berlin, Heidelberg: Springer.

W IEL A ND, J.; JA NDEISEK , I. (2016).

“Transforming our world” Unternehmerische Lösungen zur Implementierung der SDG ’s.

Forum Wirtschaftsethik 1/2016.

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E X C E L L E N C E – R E S E A R C H AT L E I Z

W IEL A ND, J.; JA NDEISEK , I. (2016).

Social Compliance. Standards and Management. In: Bertelsmann Stiftung (ed.), Verantwortungsvolles Unternehmertum. Wie tragen Unternehmen zu gesellschaftlichem Mehrwert bei?

Reinhard Mohn Preis 2016. Gütersloh: Bertelsmann. ­

P UBL IC AT IONS C UR R E N T LY IN P R E S S

CHRIS TEN, M., N A RVA E Z, D., TA NNER, C., & OT T T. (IN PRESS).

Mapping values: Using thesauruses to reveal semantic structures of cultural moral differences. Cognitive Systems Research.

FISCHER, D., W IEL A ND, J. (2016, IN PRESS).

Intercultural, Multicultural, Transcultural – a Critical Literature Review.

In: Wieland, J. (ed.), Transcultural Caravan – Thoughts on Transculturality (working title). Marburg: Metropolis.

G A NGL , K ., K IRCHLER, E., LORENZ, C., & TORGLER, B. (IN PRESS).

Wealthy tax non-filers in a developing nation: The roles of taxpayer knowledge, perceived corruption and service orientation in Pakistan. In: B. Peeters, J.L.M Gribnau, W. Lemmens and C. J. Van der Have (eds.), Taxation and Trust: Legitimizing Redistributive Tax Policies. Intersentia: Cambridge.

G A NGL , K ., TORGLER, B., & K IRCHLER, E. (IN PRESS).

Patriotism’s impact on cooperation with the state: An experimental study on tax compliance.

Political Psychology TA NNER, C. (IN PRESS).

Values and leadership: creating values and living by them. Wissenswert.

W IEL A ND, J. (2016, IN PRESS).

Management and Measuring CSR Performance.

Marburg: Metropolis.

W IEL A ND, J. (2016, IN PRESS).

Transcultural Caravan – Thoughts on Transculturality (working title).

Marburg: Metropolis.

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P R O F H C D I P L- I N G K A R L S C H L E C H T & D R K AT R I N S C H L E C H T

The Karl Schlecht Foundation The Leadership Excellence Institute Zeppelin | LEIZ is supported by the Karl Schlecht Foundation (KSG) . KSG was founded in October 1998 as a non-profit foundation under civil law by Karl Schlecht, who had led the concrete-pump manufacturer Putzmeister to global success.

The foundation is based in Aichtal near Stuttgart. Until January 2012, it held 99 percent of the shares in Putzmeister Holding GmbH. At the end of January 2012, all shares in Putzmeister Holding GmbH were sold to Sany Heavy Industry Co. Ltd. All proceeds from this transaction went to the Karl Schlecht foundations.

The purpose of KSG is to support projects promoting science and research for excellence in professional life, along with education and learning, intercultural initiatives and facilities and environmental protection. It describes the focus of its activities as follows: “The mission of the foundation is to improve the quality of leadership in business, society, and politics through humanist values. It supports academic and educational projects which contribute towards the value-based personal development of young people and up-and-coming managers.�

For more information visit ksfn.de

INSTITUTE

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P EOP L E

Management Committee PROF DR JOSEF WIEL AND

– Holder

PROF DR CARMEN TANNER

of the Chair for Institutional Eco-

– Holder

of the Chair for Economic Psy-

nomics, Organizational Govern-

chology and Leadership Ethics,

ance, Integrity Management &

Vice-Director of L EIZ : Carmen

Transcultural Leadership, Director

Tanner, who also holds a pro-

of LEIZ : Prior to his current posi-

fessorship at the Department

tion, Josef Wieland was Profes-

of Banking and Finance at the

sor of Business Administration

University of Zurich and the di-

and Economics with an emphasis

rectorship of the “Center for Re-

on business ethics at the Uni-

sponsibility in Finance”, taught

versity of Applied Sciences, Konstanz. Being an expert in the

and worked at several universities (Bern, Fribourg, Zurich,

field of compliance and business ethics of more than 20 years

Northwestern University in the US, and the Max Planck Institut

standing, he initiated the Forum Compliance & Integrity (FCI)

Jena). Her main research topics are behavioral business ethics

of which he is President, and chairs the German Network of

and moral intelligence.

Business Ethics (DN W E) . He is a member of, inter alia, the national CSR Forum of the German Federal Ministry of Labour and

DR LENNART BR AND

– Managing

Social Affairs and the jury board for the German government’s

Director of LEIZ : Having studied

CSR Award.

at the universities of Münster, Vienna and Edinburgh, Lennart Brand pursued a career in the aviation industry before taking his D.Phil. at the University of Oxford (St. John’s College). After a four-year spell at Freie Universität Berlin, he joined Zeppelin University in 2012 as Head of University Development before being appointed Managing Director of LEIZ in 2015. Being a literary historian by trade, his research interests focus on German literature of the early 20th century, in particular Ernst Jünger and Karl Kraus.

20

INSTITUTE

Senior Researchers DR ANGELICA MARTE

– Visiting

D R R A M O N A M A R I A KO R D E S C H

–

Researcher and Senior Lecturer:

Senior Research Fellow: Ramona

Having studied business adminis-

Kordesch studied Catholic Theol-

tration in Zurich and cultural man-

ogy and Religious Studies at Graz

agement in Linz, Angelica Marte

and Tübingen and was head of

pursued a career in the Consum-

the research unit “Innovation Sys-

er Industry before taking up the

tems of Welfare Organizations”

post of Research Assistant at

at ZU until 2016. Her research

the Department of Informatics at

interests include non-profit- and

Zurich University. Following her

civil-society research, with a fo-

PhD at the Private University Witten/Herdecke, she worked as

cus on issues relating to stakeholder- and interest management

Research Affiliate at the MIT Center for Collective Intelligence.

through cooperative qualities of civil-society organizations

At ZU , she has held a variety of research-, teaching- and adminis-

based on intersectoral impact concepts such as the Collective

tration posts over many years, most recently as Executive Direc-

Impact Approach.

tor of the ZU Professional School. Her main research interests are leadership, female/mixed leadership, leadership development and diversity.

INSTITUTE

21

P EOP L E

Research Assistants DR K ATHARINA GANGL

– Post-doc-

ISABEL JANDEISEK

– Research

toral Researcher at the Chair of

Assistant and PhD student at the

Economic Psychology and Lead-

Chair of Institutional Economics:

ership Ethics: Katharina Gangl

Isabel Jandeisek studied Political

received her Diploma and PhD

and Economic Sciences at Zep-

degree in Economic Psychology

pelin University, the University of

at the University of Vienna, Aus-

Bielefeld, and St Petersburg Uni-

tria at the Department of Applied

versity. She received a research

Psychology: Work, Education,

scholarship for civil-society re-

and Economy, and was a visiting

search at Zeppelin University’s

scholar at the Queensland University of Technology, Australia.

Civil Society Center. Her research focus lies in governance eth-

Her main research areas are ethical behavior in organizations

ics and good corporate behavior in the context of the global UN

(e.g. ethical culture and moral commitment) and tax compliance

Agenda 2030 for Sustainable Development (Sustainable Devel-

(e.g. cooperation between tax authorities and taxpayers).

opment Goals).

D R M AT T H I A S S O H N

– Post-doc-

NICOLE WITT

– Research Assis-

toral Researcher at the Chair of

tant and PhD student at the Chair

Economic Psychology and Lead-

of Economic Psychology and

ership Ethics: Matthias Sohn

Leadership Ethics: Nicole Witt

earned his MSc at the University

received her diploma in psychol-

of Basel and the Nestlé Research

ogy with a minor in mathematics

Center in Lausanne. Having ob-

from Heinrich-Heine University

tained his PhD from the Bundes­

in Düsseldorf in 2010 and worked

wehr University, Munich, where

as a market-research consultant

he was affiliated with the Chair

after graduation. For her doctoral

of Management Accounting, he has been with LEIZ since 2015.

thesis, she is developing measuring instruments for examining

His current research focus lies in behavioral business ethics,

the relationship between moral commitment and responsible

behavioral accounting and behavioral finance.

leadership behavior.

22

INSTITUTE

Administration DOMINIK FISCHER

– Research

Assistant and PhD student:

S I LK E R I N K E N BU RGE R

– Personal

Assistant: After working in the

Dominik Fischer studied at Zep-

banking sector for twelve years

pelin University, the University

and taking six years out to raise a

of Sydney, the London School

family, Silke Rinkenburger, a qual-

of Economics and Political Sci-

ified bank clerk, has worked at ZU

ence, and the Indian Institute of

in various capacities since 2011.

Management. His main research

She has held her post at L EIZ

interests are leadership, network

since 2015.

governance and, transcultural management as a response to the institutional environment.

ANDREA FRÜH

In addition, he focuses on CSR and shared value as a strategic

tant: After working in event mar-

tool.

– Personal Assis-

keting for several years, Andrea Früh – a graduate in sports science and business administration – finally joined Z U in 2011.

After a series of posts in various departments, she began working at LEIZ in 2015.

INSTITUTE

23

A hub of global thinking: Transcultural Caravan

By Dominik Fischer Though the project was launched only recently, some successful steps have already been completed. A global essay competition on transcultural leadership encouraged submissions from a variety of countries, among them Argentina, Mexico, the US A , Russia, Turkey, and Liechtenstein. The essays submitted will presently be published. Furthermore, two research projects were completed in 2015: an investigation into leadership excellence in transcultural contexts by PhD scholars of the Wittenberg Center for Global Ethics, and a project carried out jointly with the Corporate Social Responsibility Institute in Tel Aviv. Currently, another four projects are being conducted by students from all over the world, among them an attempt to BL ACKBOARD ART

understand the university as a transcultural space. Blog posts

The Transcultural Caravan constitutes a transcultural and in-

are being published online on a regular basis.

teractive learning environment. The project aims at bringing together young researchers, students and future decision-mak-

The Transcultural Caravan forms the hub of a network of part-

ers to jointly identify the (leadership) challenges of the twenty-­

ner institutions, among them the “House of One”. In addition,

first century. The Caravan is partly multimedia-based, using a

it has been represented at a multitude of academic conferenc-

digital platform and social-media channels, but also encourages

es and other events. To further facilitate dialogue and research

personal encounters and exchange through its three pillars:

in the context of the project’s topics, a China-focused “Trans-

knowledge, network, and exchange. The project is lodged with-

cultural Leadership Summit” organized by students will take

in the Leadership Excellence Institute Zeppelin | LEIZ . It was

place in fall 2016.

co-designed and is managed by Tim Robert Schleicher.

Contact: dominik.fischer@zu.de

Within the project our common future is construed as an extrapolation of the present. It is the present, therefore, that forms the basis for any plans and visions regarding our society.

It is here that action has to commence.

24

ZEPPELIN

Crossing Lake Constance – the collaboration between Zeppelin University and the University of Zurich

By Carmen Tanner A promising research collaboration has emerged between the

“bridge” across Lake Constance seemed an obvious choice.

Leadership Excellence Institute Zeppelin | LEIZ and the Center

The objective of this collaboration is to support and facilitate in-

for Responsibility in Finance (CRF) at the Department of Bank-

terdisciplinary and cross-national research on selected topics.

ing and Finance at the University of Zurich. The CRF has been

Importantly, it offers researchers and (PhD) students from both

set up by the Department of Banking and Finance in response

universities the opportunity to participate in joint projects.

to the financial and economic crisis, with Carmen Tanner as director. The mission of the Center is to conduct research that

To mention just one current research topic: how can we assess

advances our understanding of conditions hindering or facilitat-

and enhance moral competences that help to implement ethi-

ing responsible and ethical practices, and to contribute to the

cal values and codes of conduct in behavior? As we know, the

education of students, managers and leaders.

most prominent response to the numerous banking and business scandals involving various forms of ethical misconduct was to revise laws and increase compliance strategies. However, promoting self-regulatory capabilities of individuals and organizations is also needed in order to avoid the undesirable side effect of proliferating regulation. Yet self-regulation at the individual level requires the promotion of a variety of ethical and psychological competences, i.e. “moral intelligence” (Tanner & Christen 2014). We are currently focusing on one key sub-competence of moral intelligence, namely moral sensitivity. Moral sensitivity is the ability to recognize ethical risks when they arise in practice. To support the development of moral sensitivity and stimulate innovation, we are working on a project that will make use of new technologies to facilitate learning: Serious Moral Games.

P R O F D R C A R M E N TA N N E R

Contact: andrea.frueh@zu.de

Since Carmen Tanner is based at both Zeppelin University and the University of Zurich, and given the excellent fit between LEIZ and CRF in terms of topics and goals, strengthening this

ZEPPELIN

25

D R A N G E L I C A V. M A R T E A N D P R O F D R J O S E F W I E L A N D

ME DI A SOUR C E S

LEIZ In addition to detailed information on all facets of its research- and teaching activities, the Institute’s homepage offers topical news and various types of resources.

Z U. D E / L E I Z

Transcultural Caravan The Transcultural Caravan looks into transculturalism assuming there are perceptions and notions of moral values and principles that are common to all cultures.

T R A N S C U LT U R A L- C A R AVA N . O R G

ZU Executive Education

The ZU Executive Education encompasses part-time Master’s degrees, tailor-made programmes for corporate customers, and intensive focused programmes.

Z U. D E / E E

FIF

The Friedrichshafen Institute for Family Entrepreneurship (FIF) engages with the central opportunities and challenges of family businesses with respect to their long-term viability.

Z U. D E / F I F

ZU ’s online magazine – bite-sized research delicacies on topical issues Z U - D A I LY. D E

Imprint Zeppelin Universität gemeinnützige GmbH Am Seemooser Horn 20 88045 Friedrichshafen, Germany Editor in Chief: Dr Lennart Brand Editors: Diana Stimmler, Daniel Bastan, Tim Robert Schleicher Art Direction: Philipp N. Hertel Finedrawing: Simon Merz, Ulrike von Dewitz

We become just by doing just acts, temperate by doing temperate acts, brave by doing brave acts.

A RISTOTLE