Leadership Log #4 N OT ES FRO M T HE L E A DERS HIP E XCEL L EN CE IN S T I T U T E ZEPPELIN
Behavioural Business Ethics Issue
The cover shows a graphically reduced detail of Salvador Dalí’s painting 'Metamorphosis of Narcissus' (1937). The effect of narcissism on leadership behaviour has lately gained currency in leadership and organizational psychology.
The majority of the illustrations in this issue of the Leadership Log show details of paintings by Austrian painter Maximilian Florian (1901-1982). For more information on the painter and his work see Ramona Kordesch’s thoughts on ‘The Oeuvre of Maximilian Florian in the Context of Leadership & Civil Society’ in this issue.
Date: December, 2017.
M A X I M I L I A N F L O R I A N : H E N R I E T T E I M G E L B E N K L E I D (19 5 9 )
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 2
This issue of the Leadership Log is dedicated to our generous friend and benefactor, Professor Karl Schlecht, on the occasion of his 85th birthday.
DIR EC T OR ’S E DI T OR I A L
Diverse though the incessant scandals afflicting some sectors
totle rejected the idea that good character may derive mainly
of German industry may be, they all have one thing in com-
or solely from studying ethics in what nowadays we would re-
mon: a lack of compliance with public and private rules, com-
fer to as management seminars. “Without acting”, he states,
bined with non-standard leadership behaviour. Indeed, the
“nobody can ever be virtuous”, adding that “by commercially
interested observer may be struck by the fact that, though
interacting with people, some become just, other unjust”. In-
all companies concerned had seemingly sophisticated com-
tegrity, and ethical competence in general, evolve through a
pliance-management systems in place, the effectiveness of
process of making decisions and acting upon them. Situations
these systems was severely diminished by inadequate behav-
where decisions and action are actually called for are charac-
iour both among the management and the corporate leader-
terised by uncertainty: uncertainty regarding the adequate
ship. These observations suggest that effective legal compli-
perception of a situation; uncertainty regarding the factors
ance requires individual and organisational integrity as well as
shaping the situation; uncertainty regarding how to influence
moral character – first and foremost among the leaders of a
these factors in desirable ways; uncertainty regarding possible
company. In the absence of integrity, legal compliance risks de-
effects of the decision. Precisely this, however, is the starting
generating into a bureaucratic monster generating incentives
point of Aristotelian Ethics. There is “nothing stable” in hu-
for circumventing it. The result is what I call the illusion of com-
man practice; moral action means the ability, acquired through
pliance: the belief that an organisation is compliant simply be-
studying as well as practice, to do the right thing and follow
cause it has a compliance programme. This is a deceptive and
the Doctrine of the Mean under conditions of uncertainty.
dangerous idea: for in reality, an organisation’s compliance results from the integrity of leadership behaviour. Thus, finding
Moral action: exigent and risky
an answer to the question why people “decide” to prioritise integrity in a specific situation, or fail to do so, is essential for
Moral action, thus, is anything but simple. Indeed, it over-
modern corporate leadership and the prevention of undesirable
whelms people and burdens them with excessive demands
and illegal behaviour.
which they often cannot meet. From society’s point of view, one should also take into account that decisions made under
This is the context within which the analyses and findings of
uncertainty give rise to arbitrariness. Whoever – with good
behavioural ethics – the cover topic of the current issue of the
reason, and supported by public sentiment – demands that
“Leadership Log” – ought to be perceived. Kurt Lewin was
leaders in business act more ethically, ought to be sure of
quite right: there is nothing more practical than a good theory!
what exactly this may mean.
Good character does not evolve in isolation
At any rate, it may have been these two difficulties of moral
This being said, when it comes to acting with integrity, sound
ics to law, from individual virtues to compliance with rules:
principles alone are not enough. Indeed, none less than Aris-
public as well as private codes of conduct or codes of ethics.
action that prompted modern societies to switch from eth-
They did so hoping that formal definitions and specifications
action if the effectivity of compliance is to be improved. Com-
of rules and their enforcement by a third party would re-
pliance systems neither can nor ought to regulate everything.
duce multi-dimensional uncertainty and the resultant risk of
Wherever moral action is called for, it must be embedded in
arbitrary decisions which very often characterise moral action.
moral behaviour in order for the effectivity of management
Once the individual is required to adapt his behaviour to these
integrity to be strengthened. Being allowed, and indeed re-
rules, there would be a switch from moral action to moral be-
quired, to make decisions must not foster the legitimisation of
haviour, and from decisions under uncertainty to adaptation
rule-breaking.
to codified rules. It thus transpires there are also positive effects: the complexity of decisions for individuals is reduced;
No compliance without integrity – and vice versa
actions become routine; and there is an increase in legal and moral security, and in the frequency as well as the efficiency
Moral action and moral behaviour have a twofold recursive con-
and the effectiveness of action.
nection in that each constitutes both the condition and the lim-
Opportunities to exercise integrity
up by a compliance system is as ineffective as a compliance
are becoming a scarce resource
system without the individual’s willingness to act morally.
However, increasing the rationality of decisions comes with
Furthermore, moral action and moral behaviour are function-
a price tag. Since the formation and exercise of moral char-
ally equivalent to each other. Whenever moral action imposes
acter and individual integrity derives from making decisions
unbearable burdens and unacceptable risks on individuals, it
and acting upon them, there is a risk that rule-based adaptive
ought to be possible to switch to moral behaviour: to adapta-
behaviour – under which practical opportunities to acquire and
tion to organisational rules. This protects not only the individual
shape individual ethical competence are becoming rarer – may
but also the organisation.
itation of the other’s effectiveness. Integrity that is not propped
displace it. It might even be fair to say that a company can no longer take the effectiveness and efficiency of moral-action
If there is one lesson to be learned from recent business scan-
competence for granted. Does this explain the insufficient ef-
dals, it is this: if organisations activate neither moral action nor
fectivity of seemingly brilliant compliance-management sys-
moral behaviour, disaster looms, and everybody loses.
tems, as noted above? Be that as it may, the distinction between moral action and moral behaviour, between integrity and compliance, is as important for corporate practice as is a sound knowledge of the mechanisms of their relation. Wherever moral behaviour is called for, people need to have opportunities to learn moral
Prof Dr habil Josef Wieland, Director
M A X I M I L I A N F L O R I A N : D E R B A U S T E I N D E R W E LT ( C . 19 6 0 )
Behavioral Business Ethics: an introduction By Carmen Tanner Since the turn of the century, we have witnessed the financial
field draws on insights from psychology, economics, neuro-
crisis, numerous accounting, banking and corporate scandals,
science and ethics. Areas of research which also overlap
involving many forms of ethical misconduct (such as fraud,
with our work at the institute are, for example: What leads
deception, corruption or bribery) and leading to considerable
employees and leaders to break rules, sometimes despite
material cost, loss of trust and reputation. Of course, this has
good intentions and without noticing it? Which social settings
raised important questions: Why do employees and manag-
encourage unethical behaviour? Alternatively, why do some
ers engage in such costly behaviour? What can we do to pro-
people resist the temptation to cheat despite incentives en-
tect ourselves and others from future disasters.
couraging them to do so? How can we “nudge“ good behaviour? How can we foster individual competences that help to
Creating more rules is rarely the solution
put ethical values into practice? These are exactly the kind of questions we also work on in our institute.
So far, the most prominent response to the recent business scandals has been to revise laws and to increase regulation
Contradicting various myths
and compliance strategies. Yet, research and practical evidence suggest that such strategies are rarely sufficient and can even
Behavioural ethics questions some old but still widespread as-
lead to undesired side-effects such as erosion of moral aware-
sumptions. One such assumption is that ethical failures wit-
ness and work engagement. To manage ethical risks, it is
nessed in organizations are mainly caused by so-called “bad
therefore essential for leaders, managers and compliance of-
apples”. However, those crossing the ethical boundaries have
ficers to get a more thorough understanding of the factors that
often been ethically inconspicuous individuals, far from dis-
facilitate the development of questionable practices.
playing the characteristics of a typical criminal. Research on this issue suggests that nearly all of us may commit wrong-
Behavioural Ethics – An emerging field
doing, depending on circumstances. In addition, while the
Behavioural ethics is a relatively new interdisciplinary research
still mainly focuses on the costs and benefits associated
field aimed at contributing to a better understanding about
with behaviour, empirical research suggests that there is
what inhibits or facilitates ethical behaviour. It is based on the
much more to (un)ethical behaviour than just incentives. For
mainstream approach to understanding unethical behaviour
principle that behaviour in organizations must be understood
instance, most of us greatly underestimate the power of the
by examining the interaction of many psychological and situ-
social context in causing behaviour, such as social pressure
ational factors and forces. Taking an empirical approach, this
by stakeholders or work colleagues. Most of us also greatly 7
underestimate the fact that even minor changes in situations
reluctant to voice (ethical) concerns, due to obedience or fear
can, subtly and unwittingly, greatly affect our behaviour.
of speaking up. Of course, social pressure can also derive from
Wrongdoing is often unintentional
Previous research has provided strong evidence of the role of
peer groups or working colleagues approving unethical conduct. situational influences in producing (un)ethical behaviour. Through the lens of behavioural ethics, rule violations are partially due to built-in psychological biases that can blind
The Leader as role model
people and make them unaware of the ethical risks associated with their behaviour. In fact, over the past few years, re-
Of course, one important topic in research and our institute is
search has provided evidence that even good people can drift
the role of leaders. Leadership is probably the most important
into wrongdoing, sometimes without noticing it. One central
lever in the organization to support ethical conduct. It falls to
theme of behavioural ethics is to better understand the bias-
leaders to shape the environment in which others work and to
es that produce such ethical fading. They are all related to the
cultivate the development of ethical standards and values. Fur-
fact that human perception and memory is naturally highly
thermore, leaders act as role models by communicating and by
selective and subjective.
operationalising ethical values and working on building relations. Questions that are of current interest in our department
Getting serious about the role of context
are: What are the special characteristics and competences of so-called good leaders? What is the role of potentially de-
To understand questionable practices, it is also crucial to con-
structive (such as narcissistic, psychopathic or Machiavellian)
sider the context in which they evolve. This includes the fea-
leaders and how can we avoid possible harmful implications
tures of the organizational culture as well as the social forces
of such leaderships.
that may put pressure on the individual. Early well-known experiments in social psychology support this argument. Mil-
Our own research is driven by the conviction that the field
gram’s famous experiments (1963) on the role of obedience
of behavioural ethics has great potential to enrich our under-
to authority are examples of how easy it is to make people
standing of why business scandals happen and how we can
harm others. These studies demonstrated that many people
manage such risks.
were willing to give electric shocks to another person, simply
Contact: carmen.tanner@zu.de
because an authority commanded them to do so. Our own recent studies confirm that many members of organizations are 8
The dark triad of personality traits in leadership – the case of the narcissistic leader By Matthias Sohn The question what it takes to become a great and inspiring
charismatic, self-confident and have a visionary nature, all of
leader has always been at the heart of leadership research. In
which can be beneficial for inspiring employees and promoting
the light of various recent corporate scandals, the dark side of
change processes in organizations. On the other hand, nar-
leader personalities has moved into the spotlight of research.
cissistic leaders are criticized for their lack of empathy and
One concept that originated from psychology and that has
for their permanent need for attention and recognition. They
gained momentum in business research is the dark triad of
commonly feel a sense of entitlement and desire for power
personality factors. This concept focuses on three personality
and esteem, as well as displaying an affinity for risk-taking,
traits with malevolent qualities: narcissism, Machiavellianism,
which involves self-enhancement at the expense of others.
and psychopathy. Psychopathy is characterized by continuing antisocial behaviour, impulsivity, selfishness, and remorse-
In a joint research project, together with the University of Bern,
lessness. Machiavellians display behavioural traits of manipu-
we are studying the relation between narcissistic leaders, with
lation, exploitation of others, and a focus on self-interest. The
both their bright and dark facets, and their followers’ unethical
concept of narcissism is the most interesting one for leader-
behaviour in the workplace (so-called counterproductive work
ship researchers, as narcissists have skills and show behaviour
behaviours (CWB) ). We also study whether and how an ethical
that are both good and bad for successful leadership.
corporate culture can constrain a potential positive relation between leader narcissism and follower CWB. To do so, we con-
The term ‘narcissism’ originally stems from Greek mythol-
ducted a survey among 603 German employees and indeed
ogy. Narcissus, a beautiful young man and son of a nymph
found evidence that leader narcissism goes along with follow-
and a river god fell in love with the perfection of his own re-
er CWB , especially concerning those unethical behaviours that
flection in the water. Enchanted by his own image he was
are directly aimed at the supervisor. We also found that some
unable to get up and leave, cursed with insatiable self-love,
elements of an ethical culture, such as accountability, holding
until he lost the will to live and drowned in the lake. Accord-
ethical values, or the comfort to speak up buffer the relation
ingly, narcissists are today typically understood to exhibit
between leader narcissism and follower CWB . We thus pro-
unusually high self-love, dominance, a desire for power, ar-
vide additional evidence on the role of narcissistic leaders in
rogance and a sense of entitlement. There is considerable
organizations and show that an ethical culture can constrain
consensus today that narcissistic leaders can have both
the dark sides of leader narcissism without necessarily sup-
positive and negative implications for corporate performance.
pressing the bright sides of narcissists in the workplace.
These are referred to as the bright side and dark side of nar-
Contact: matthias.sohn@zu.de
cissistic leaders. On the one hand, narcissists are outgoing, 9
Blind spots: why do we fail to notice ethical failures? By Carmen Tanner No doubt: Nobody starts thinking about how to manage ethical
locked into one frame makes us view the world from one par-
failures if they are convinced that no such problem exists within
ticular, and thus limited, perspective), self-deception (it is easi-
their organization. If someone does not realize that some busi-
er for us to see the mistakes of others, but more difficult to see
ness activities have the potential to harm other people or the
our own mistakes), or apathy (we are unattuned to the needs
environment, or violate the organization’s code of conduct, or
of others when these people are far away rather than nearby).
that some kind of communication has hurt others there is no reason to question one’s own behaviour or that of others. And
Promoting moral sensitivity
this is exactly where the problem starts. Of course, related to all these mechanisms is the question of One key finding of behavioural ethics research is that individu-
how to help employees and managers to better notice and
als can engage in misconduct without being aware of doing so.
realize violations of rules and values. Yet, this research is still
This intriguing finding is related to the phenomenon of “moral
in its infancy. There may be several options. One option may
blindness” (or lack of moral sensitivity), whereby individuals
be to re-design the working context so that it is easier for peo-
in the workplace often fail to recognize when a moral issue
ple to notice unethical behaviour in the environment (nudging).
is at stake. Even more seriously, leaders and employees may
Another approach may be to encourage learning and self-re-
behave in contradiction to their own values and those of the
flection, thereby cultivating people’s skills.
organization, without realizing that they are doing so. Actually, research and daily experience alike suggest that there Ethical blind spots
are substantial individual differences in the ability to recognize moral issues when they arise. Some people appear to be high-
One central research topic of behavioural ethics is to identify
ly sensitive to violations of ethical standards; they are respon-
and describe the systematic processes which can lead to “ethi-
sive to the needs of others and consider - more or less auto-
cal fading” and hence moral blindness. Examples of perceptu-
matically - whether a course of action can harm or help others.
al-cognitive mechanisms (blind spots) making people unaware
This ability is not a stable trait, but a skill that can be learned
of moral issues are, to name but a few: inattentional blindness
or unlearned. We call this ability “moral sensitivity” and treat
(we inevitably miss some obvious other information, while
it as one key competence of moral intelligence and a feature
focusing our attention on a particular task), the slippery slope
of moral character.
effect (we are less able to “see” moral problems when they develop gradually rather than abruptly), rigid framing (being 10
SOME SCENES FROM T HE SERIOUS MOR A L G A ME, DE V ELOPED BY LEIZ A ND T HE UNI V ERSIT Y OF ZURICH.
Learning by making use of video games In a current interdisciplinary research project, conducted jointly
through repeated practice and feedback, by raising awareness
by LEIZ and the University of Zurich, we have developed a so-
of “blind spots” and self-regulation. Certainly one major ad-
called Serious Moral Game (SMG) to train moral sensitivity in
vantage of this approach is also that there are no risks of re-
the context of business & finance (another game focuses on
al-world damage from wrong behaviour. We are currently at
the context of medicine). What are SMG s? These are games
the phase of exploring the usefulness and efficacy of this tool.
that are designed to capture and improve individual compe-
Contact: carmen.tanner@zu.de
tences using interactive media and visualization techniques. By making use of the “fun” aspect, the intention is to increase an individual´s motivation, thereby supporting learning. With our game we hope to promote leaders’ and employees’ skills 11
A triangle of leadership By Lennart Brand
L E A D E R S H I P C O L L O Q U Y PA R T I C I PA N T S AT Z E P P E L I N U N I V E R S I T Y.
Among the new approaches to leadership that have been gain-
lational Leadership; Charles Hampden-Turner, Senior Research
ing currency lately are: Relational Leadership, Transcultural
Associate at the Judge Business School at the University of
Leadership, and various concepts of Responsible Leadership.
Cambridge (UK), who shared his views on Transcultural Lead-
In order to gain a clearer picture of what those approaches
ership; and Christian Vögtlin from Audiencia Business School
entail and how they relate to one another, the Leadership Ex-
(France) who presented his latest research findings on Respon-
cellence Institute Zeppelin | LEIZ invited some of their foremost
sible Leadership. The three short essays below are condensed
proponents to a small colloquy on Zeppelin University’s cam-
versions of the papers that Mary Uhl-Bien, Charles Hamp-
pus in July 2016. Among those present were: Mary Uhl-Bien,
den-Turner, and Chritian Vögtlin presented at the colloquy.
Professor of Management at the Neeley School of Business
Contact: lennart.brand@zu.de
of Texas Christian University (US), whose talk focused on Re12
Relational leadership By Mary Uhl-Bien, Texas Christian University, USA Relational Leadership recognizes that leadership is inherently
solely through positions of manager and subordinate. It instead
social and co-constructed in relational interactions among peo-
emphasizes the relation between the two, which also makes it
ple. It therefore studies leadership as an individual and col-
more difficult to tell leadership and followership apart. In this
lective phenomenon, considering how leadership dynamics
way it brings followers fully into leadership: As Boas Shamir
develop and change over time and in context.
pointed out, eliminating followers from the leadership equation is not possible, as we would then no longer study leadership.
The relational approach to leadership is developed out of the
For a social phenomenon to count as leadership it must involve
different views of leadership and followership, which are intrin-
disproportionate social influence or identities, which doesn’t
sically linked to one another. In the traditional view, the leader
mean that roles and identities of leaders and followers are
as a manager influences and supports his followers, who act
fixed. It does imply, according to Shamir, that leadership cannot
as subordinates and should produce the favoured outcomes.
be fully shared, as the term would then lose any added value.
From a reverse perspective, followers could also influence and support their leader who then, as a manager, produces the
Combined acts of leading and following
outcomes. From a co-production point of view, both leader and follower would co-produce the leadership outcomes via
When taking a closer look at the process of leadership this
their relationship as manager and subordinate. These theoret-
translates into a co-creation of leadership as well as follower-
ical approaches are position-based and ascribe fixed roles to
ship through combined acts of leading and following. The lead-
leaders and followers.
ership construct therefore consists of the nature and impact of followers, leaders, following and leading in the followership
Leadership is co-constructed in context
as well as the leadership process. The relational interactions
On the other hand, a process-based theoretical approach, fo-
struct. The practical implications of this construct show that
cussing more on the behaviour rather than the position of a
followership and context matter a lot more than traditional
person, opens up the possibility for leaders and followers to
leadership theory might imply, which is why we should start
act in different roles. Leadership therefore is co-constructed in
paying attention to it and develop training for it as well.
between these different parts co-create the leadership con-
context and consists of leaders and followers. When focusing on the perspective of the latter, it is the leader’s perception and behaviour as well as the followers’ that influences followership outcomes. This new paradigm doesn’t identify leadership 13
M A X I M I L I A N F L O R I A N : D E R P F L U G (19 5 3 )
Values and transcultural leadership By Charles Hampden-Turner, Senior Research Associate at the Judge Business School, University of Cambridge, UK Values are like binary digits. They are qualified by values equal
developments. However, if we polarize and attack the sets of
and opposite to themselves, and both sides are necessary for
values, this will kill both of them. Transcultural leadership helps
leadership. For example, we cooperate, but we must also com-
us to realize how values should, and can, work with one anoth-
pete. As you cannot define competition without also defining
er, rather than against each other, by finding common ground.
cooperation, this accentuates the interdependence of the values. We define values by their limitations, which need not mean
Finding common ground
that they cannot work together. The values of competition and cooperation are absolutes, but their combination is relative. At
When we engage with another culture, we begin to see that
the same time, change is immanent in our values, they are con-
‘they do things differently there’. This does not mean that we
stantly in a state of flux - they dance. It is fatal to think of them as
cannot cooperate with people from this culture, just because
being stationary, which is why businesses have to keep chang-
they might not act according to the rules we are used to. It is
ing as well in order to keep in touch with their customers. Thus,
all well and good to look at rules but soon enough an excep-
the best reason for change is to endure and survive.
tion will come along. Now either the exception is your enemy and you stamp it out or else you say: Something must be
Values dance
wrong with the rule otherwise there would not be an exception. If you incorporate the exception into your world, by mod-
Against this backdrop, transcultural leadership brings different
ifying your rules, the rules will get better and better, because
values together and combines them, which is essential for the
they cover more exceptions. This applies to all interaction be-
functioning of a successful globalised economy. Take, for exam-
tween cultures. Transcultural leadership can also help us by
ple, the Chinese economic and business culture, which has a
containing complexity. Society is becoming more complex in
strong focus on community, and the Western economies, which
the sense that it has more and more values and contains
are more individualistic. Both seem to struggle if either individu-
more and more diversity. Different countries have had differ-
alism puts down cooperation or vice versa. But if you bring these
ent historical experiences. The conditions in which one lives
two values together, you can grow. As an example, one could
elevate one value or another. But the art of living one’s life lies
look at Hong Kong, where Chinese and Western cultures come
somewhere in-between. People are overburdened when they
together; this seems to work well for the Hong Kong economy.
have too many choices. Balance is important. Complexity and
Working with both values side by side, comparing them and bor-
simplicity have an optimum level. Transcultural competencies
rowing from them for mutual benefit makes economies more
enable people to focus on the values they share and build
flexible and enables them better to handle economic shifts and
common ground for cooperation. 15
Responsible leadership in global business By Christian Voegtlin, Audencia Business School, France The increasing dynamic and complexity of business, a variety
tate dialogues. This type of leadership thus offers the possibility
of lifestyles and beliefs about what is right or wrong, as well
to uncover mutually beneficial solutions for all stakeholders en-
as differing legal regulations make the task of leading respon-
gaged in the problem-solving process.
sibly in a globalizing economy more difficult, challenging and uncertain. In addition to this, major challenges such as global
Management of complexity
warming and rising inequality and poverty put pressure not only on governments but also on business to contribute to a
The challenges of collective problem-solving are to find a com-
sustainable future for the population of the planet.
mon language and to accommodate conflicting goals. In this
The leader enables and moderates interactions
complexity. Responsible leaders require strong behavioural ca-
In our research, we try to understand what responsible lead-
demands. Empirical data indicate that leaders who simultane-
regard, responsible leadership relates to the management of pacities to tailor their responses to a wide variety of different ership means in such an environment. Responsible leader-
ously care for their company, their employees and society in
ship can be defined as the management of a corporation’s in-
equal measure are perceived as more effective compared to
teractions with society, aimed at addressing the corporation’s
others in the organisation. They also appear to have a positive
various stakeholder concerns and contributing to the multiple
influence on their employees’ commitment to the firm as well
bottom lines of economic, social and environmental perfor-
as on employee engagement towards the wider community.
mance. The leader is thereby the one who enables and moderates these interactions with the various stakeholders of
References: Maak, T., Pless, N.M., & Voegtlin, C. 2016. Business
the company.
statesman or shareholder advocate? CEO responsible leadership
We identified five relevant aspects that appear important for
Management Studies, 53(3): 463-493.
responsible leadership. These include being able to make in-
Voegtlin, C. 2016. What does it mean to be responsible? Address-
formed ethical judgments about existing norms and rules; dis-
ing the missing responsibility dimension in ethical leadership
styles and the micro-foundations of political CSR . Journal of
playing moral courage and aspiring to positive change; engaging
research. Leadership, 12(5): 581-608.
in long-term thinking while considering the interests and needs
Voegtlin, C., Frisch, C., Walther, A., & Schwab, P. 2017. Theoretical
of others; communicating effectively with stakeholders; and
development and empirical examination of a three-roles model
participating in collective problem-solving. Responsible leaders
of responsible leadership, Working Paper, Audencia Business
emerge as those who use their influence to initiate and facili-
School/University of Zurich.
16
M A X IMILIA N FLORIA N B I: LDDEURNM T EÖRNSCCHH R (19 I F 6T 03)
Hong Kong – a microcosm of transculturality By Julika Baumann Montecinos 2017 marks the 20th anniversary of Hong Kong’s sovereignty
cultural and disciplinary backgrounds, each of them making a
handover from Great Britain to the People’s Republic of China. Af-
particular contribution to the overall research question. The
ter over 150 years under British colonial governance, Hong Kong
TRG unites seven students, the perspectives of seven coun-
obtained the official status of a special administrative region with-
tries, six disciplines, and four study programs offered at Zeppe-
in China. The principle of “one country, two systems“ has not on-
lin University. Initiator Ross Cheung, Erasmus Mundus student
ly been the motto since the transfer of sovereignty, but it is also
from Hong Kong, is leading the group under the guidance of
the starting point of an interdisciplinary research project launched
LEIZ and is organizing a field trip to Hong Kong in January 2018.
at the Transcultural Caravan, a global research and exchange hub run by the Leadership Excellence Institute Zeppelin | LEIZ.
Field study and observation
One country, two systems
The contributions of the participating students, are both ambitious and promising. By using field study and observation, partly
Hong Kong has long been a microcosm for issues of cultural di-
based on interviews with local experts, the students aim to de-
versity and transculturality - not only since 1997. “One country,
scribe and analyse features and determinants of transculturali-
two systems“ can be seen as another milestone in Hong Kong’s
ty in the contexts of politics, arts, communication, migration,
long-standing history of being a meeting point for different cul-
as well as business and entrepreneurship in today’s Hong Kong.
tures, a bridge between the East and the West, and a hotspot for economic cooperation, for exchange and for convergence.
In this manner, this Transcultural Research Group serves as a pi-
Against this backdrop, literature offers various analysis of
lot for a research format that will be at the very core of the Trans-
“Hybrid Hong Kong“. In our research project, we aim to integrate
cultural Caravan. Through this and similar projects the Caravan
the perspective of transculturality and thereby to contribute to
aims to fulfill its mission: providing a platform for interdisciplinary
a further refinement of its conceptual foundations, as well as to
debates on topical issues of transculturality.
a review of the interrelation between the two, supposedly complementary, concepts. For more information on the Transcultural Caravan
Transculturality or hybridity?
and the Transcultural Research Group on Hong Kong: http://www.transcultural-caravan.org/
For this purpose, a Transcultural Research Group ( TRG) has
projects/#transculturality-or-hybridity-the-case-of-hong-kong
been set up, bringing together young researchers from diverse
Contact: julika.montecinos@zu.de
18
Transcultural Research Group on
Communication, Culture and Management at Zeppelin
“Transculturality or hybridity? The case of Hong Kong“
University and University of Brisbane Supervisor: Prof Dr Michael Scharkow (Zeppelin University)
Collaborators and contributions:
Contribution on Migration Contribution on Arts
Working title: Transculturality or hybridity?
Working title: Art Fairs as Transcultural Events
The cases of migrants in Frankfurt, Hong Kong and Sydney
Researcher: Ofelia Ester Señas, Colombia, MA student in
Researcher: Ross Cheung, Hong Kong, MA student in Global
Communication, Culture and Management at Zeppelin University
Studies at the Universities of Vienna, Macquarie and Leipzig
Supervisor: Prof Dr Karen van den Berg (Zeppelin University)
Advisors: Dr Vivien Chan (University of Technology, Sydney) & Dr Leila Hadj-Abdou (University of Sheffield, England)
Contribution on Behavioural Ethics Working title: Transcultural understanding of dishonest behav-
Contribution on Politics
iour in the case of Hong Kong
Working title: The Transculturality of Hong Kong’s Ruling Elite
Researcher: Tobias Grünfelder, Germany, MA student in Politics,
Researcher: Max Roecker, Germany, BA student in Sociology,
Administration and International Relations at Zeppelin University
Politics and Economics at Zeppelin University
Supervisor: Prof Dr Carmen Tanner (Zeppelin University)
Supervisor: Prof Dr Eckhard Schröter (Zeppelin University)
Contribution on Business & Entrepreneurship
Contribution on Visualization
Working title: Transcultural Management in the case of Hong Kong
Working title: Visualizing the Correlations:
Researcher: Tanja Savanin, Germany, MA student in Corporate
Transcultural Hong Kong in figures
Management and Economics at Zeppelin University
Researcher: Marianne von Blomberg, Germany, LLM student
Supervisors: Prof Dr Josef Wieland (Zeppelin University) and
in Chinese Law at Zheijang University in Hangzhou, China
Dr Lennart Brand (Zeppelin University)
Advisor: Julika Baumann Montecinos (Zeppelin University)
Contribution on Communication Working title: Transculturality and the role of the media in Hong Kong Researcher: Elisabeth Birgit Jung, Germany, BA student in 19
Young leaders out of the starting block By Lennart Brand Since its beginnings fourteen years ago, Zeppelin University has
So far, the LEIZ Young Leaders Bursary has been awarded to
considered itself a hothouse for future leaders in business, pol-
eleven students, six of whom have already graduated:
itics, culture, and civil society. True to this agenda, it has made a consistent effort to recruit to its ranks individuals who show
David Fischer
leadership potential, helping students to realise and develop that
B.A. student Politics, Administration and International Rela-
potential, and giving them a leg-up on the career ladder. It is grat-
tions (Zeppelin University, graduating end of 2018), passion for
ifying, though by no means surprising, that many among those
E-Government, work experience in one of the leading interna-
selected for a degree at Zeppelin University take on leadership
tional consulting firms in public consulting.
responsibilities while still enrolled.
Maren Fokuhl One of the tasks the Leadership Excellence Institute Zeppelin
B.A. student Sociology, Politics and Economics & Corporate
LEIZ has set itself is to identify and support these student lead-
Management and Economics minor (Zeppelin University, grad-
ers, no matter which field they are engaged in: be it politics,
uating 2018), coordinator Behavioural Science Club, passion for
entrepreneurship, civil society, academic self-government or
leadership, behavioural economics and innovation.
student societies. By establishing a scholarship scheme in 2016, the LEIZ Young Leaders Bursary, the LEIZ management contrived
Isabell Fries
to not merely help those leaders financially but also to bring
B.A. Sociology, Politics and Economics (Zeppelin University,
them together as a group: forging bonds between them and en-
2017), M.A. student International Business & Politics (Copen-
couraging them to carry out joint projects of which a forthcom-
hagen Business School), experience in leading and managing
ing speakers series for the benefit of the university as a whole
(volunteering) teams, student expert /speaker on ‘the future of
is merely one example.In order to maintain the LEIZ young lead-
education’.
ers’ community beyond graduation, former scholars will join an alumni network. LEIZ will invite alumni to attend special events
Nicola Stefan Koch
aimed both at fostering a sense of belonging and at keeping
B.A. International Economics and Development (2015), M.A.
them informed of topical developments in application-orient-
student Politics, Administration and International Relations (ZU) ,
ed leadership research as reflected in the work of the Institute.
founder of think tank for the younger generation to help achieve
Contact: lennart.brand@zu.de
Sustainable Development Goals (gwhy.org).
20
Andreas Krumtung
Tim Robert Schleicher
Officer for 13 years in German Navy, B.A. Economics (2008),
B.A. Sociology, Politics & Economics (Zeppelin University,
M.A. Politics, Administration & International Relations (Zep-
2017), global ambassador for the Transcultural Caravan, con-
pelin University, 2017), research fellow at The Open Gov-
sultant and coach at LE AD Mindsets & Capabilities, advising
ernment Institute ( TOGI , Zeppelin University), developing an
selected organizations by enabling co-creative problem solving.
open data and data-driven innovations strategy.
Sebastian Urthaler Lorenz Narku Laing
B.A. student Politics, Administration and International Rela-
B.A. Sociology & Law minor (Goethe-Universität Frankfurt),
tions & Corporate Economics and Business minor (Zeppelin
M.A. Politics, Administration and International Relations (Zep-
University), World Bank internship (Washington DC , 2016),
pelin University, 2017), nominated as “Leader of Tomorrow”
team leader Transcultural Leadership Summit 2017 - Learning
by St. Gallen Symposium, Political Theory research fellow
About Sub-Saharan Africa.
(LMU München).
Sophie von Waitz Julian Müller-Kaler
B.A. Sociology, Politics and Economics (Zeppelin University,
B.A. Politics, Administration and International Relations (Zep-
2017), M.A. student Legal and Political Theory (University
pelin University, 2017), study abroad in Guangzhou and Wash-
College London), B.A. Thesis on the notion of contingency in
ington, Fulbright-Schuman scholarship holder, M.A. student
Hannah Arendt's and Richard Rorty's work.
School of Foreign Service (Georgetown University).
Matej Peulic B.A. student Sociology, Politics and Economics (Zeppelin University), passion for ethical leadership in political organizations, state chairman of Christian-Democratic Student's Association, member of board of Christian Democratic Union in Baden-Württemberg.
21
Miscellaneous projects The Interdisciplinary Centre for Integrity and Law | CIL
LIBOR manipulation at Deutsche Bank, research on manageri-
(Lennart Brand)
al dishonesty has gained momentum. In a joint research pro-
The challenges facing compliance & integrity management have
of Zurich and the University of Geneva, we are contributing
ject with the Institute of Banking and Finance at the University seen considerable changes in recent decades. At the same time,
to this increasing body of research by examining how CEO
the risks for companies to break the law have grown a great deal.
dishonesty affects investors’ perceptions. More specifically,
Merely preventing infringements of commercial law (with regard
we study whether the CEO’s commitment to honesty as per-
to corruption, anti-trust law, fraud, and embezzlement) is no longer
ceived by investors is relevant to investment choices. To do so,
sufficient, human-rights & social standards as well as the fight
we conducted a series of three laboratory experiments with
against global crime and terrorism are becoming increasingly rel-
finance and psychology students at the University of Zurich.
evant. For companies, the legal system, and society at large to ad-
Our data show that, indeed, investors trade off financial con-
dress questions arising therefrom, a merely legal or a merely eco-
sequences of their investment decision with their perception
nomic point of view is not enough. Rather, a broadened perspec-
of the CEO ’s commitment to honesty. Thus, our research cor-
tive covering both is required. The “Interdisciplinary Center for
roborates the fact that CEO commitment to honesty can be
Compliance, Integrity and Law“ (CIL), which was founded joint-
beneficial in attracting capital and thus, ultimately, decreases
ly by the Leadership Excellence Institute Zeppelin | LEIZ and the
a company’s cost of capital.
German Graduate School of Management and Law (GGS), will
Contact: matthias.sohn@zu.de
open up that perspective. CIL began its operations in July 2017 by holding a symposium on “Compliance & Integrity Manage-
PhD-Summer School “Advances in Behavioural Ethics”
ment in Global Value Chains”, hosted by LEIZ Director, Prof. Josef
(Stephanie Nau, Head Coordinator ZU Graduate
Wieland, and the Director of GGS’ Institute for Compliance & Cor-
School & Doctoral Program Director at Zeppelin University)
porate Law, Prof. Martin Schulz. The event was especially conceived for lawyers, company counsel, compliance managers, risk man-
Attendees of the PhD-Summer School “Advances in Behav-
agers, and corporate leaders with an interest in the subject matter.
ioral Ethics”, held by the Zeppelin University Graduate School
Contact: lennart.brand@zu.de
ZUGS , discussed research questions arising at the interface
between psychology, economics, finance and ethics. The SumCEO dishonesty and investment choices
mer School was hosted by Professor Carmen Tanner and Pro-
(Matthias Sohn)
fessor Anja Achtziger. Participants from different countries
Since the various scandals involving fraud and deception at a
as well as their own research with experts in the field, thereby
top management level, such as the V W emissions scandal or
sharpening their research profiles. What individual and struc-
debated the current state of research on behavioural ethics
22
tural factors affect the development of questionable business
the challenges of today’s globalized world? Questions like these
practices in organisations? Which of them are determinants
are addressed at the Transcultural Leadership Summit, a con-
for honesty? Why is it that managers and employees tend to-
ference that is organized annually by a group of students under
wards unethical behaviour without even noticing it? Does a
the lead of the Leadership Excellence Institute Zeppelin | LEIZ .
good character suffice to produce ethically correct behaviour?
In November 2017, this year‘s Summit focused on Sub-Saharan
What are “good” moral decisions anyway? What role does
Africa and explored this region’s dynamically growing future
self-management play in controlling selfish behavioural im-
markets and rapidly changing societal and political develop-
pulses? And how can these and other findings be transferred
ments. Addressing topics such as the ethics of African leader-
to the perspectives of taxpayers, to business, to society as a
ship, digitalization, success stories of African start-ups and of
whole or to financial markets?
political and social initiatives, as well as cooperation opportu-
These and other questions pertaining to the interface between
included inspiring keynote speeches, hands-on workshops,
psychology, economics, finance and ethics were scrutinized.
panels and exhibitions.
nities for foreign players, the Transcultural Leadership Summit
Seminars were supplemented by keynote lectures by Professor Erich Kirchler (University of Vienna), Professor Alexander
The core element of the Summit is interdisciplinary exchange,
Wagner (University of Zürich) and Professor Josef Wieland
aiming to discuss economic, political and social phenomena and
(ZU) . In addition to ZU ’s own doctoral students, the PhD sum-
their practical implications. Providing a platform for encounters
mer school was attended by academics from universities in Po-
and discussions not only for experts from business, politics and
land, Italy, Denmark, Germany and Switzerland.
academia, but also for outstanding students from all over the world, the Transcultural Leadership Summit welcomes senior
The PhD Summer School, now in its fourth year, is organised
managers, young professionals and entrepreneurs from large
annually by ZUGS .
and small and medium-sized enterprises (SME s) as well as
Contact: andrea.frueh@zu.de
young researchers. The Summit is intended to contribute towards the emergence of global leadership skills and the man-
Learning about Sub-Saharan Africa
agement of diversity for successful transcultural cooperation.
(Julika Baumann Montecinos)
In 2018, the Transcultural Leadership Summit will enter its next
What is transcultural leadership about? How can we encourage
For more information: transcultural-leadershipsummit.com
learning processes that aim at finding and strengthening com-
Contact: julika.montecinos@zu.de
round – then focusing on Brazil.
monalities and at enabling cross-border cooperation? What are key strategies for educating tomorrow’s leaders, who can face 23
The oeuvre of Maximilian Florian in the context of leadership and civil society By Ramona M. Kordesch Discourse on the future of civil society is ubiquitous. For one
personality of the individual shaping that world that the painter
thing, Peter Drucker’s observation that the future development
endeavoured to make visible. Given that the theme of civil
of civil society ought to be an objective pursued by enterprise,
interaction and communication, which the painter always con-
is considered crucial for recent institutional economics. For an-
sidered to transcend national, religious and cultural boundaries,
other thing, the market itself is developing into an appropriate
runs like a thread through his life, his oeuvre can also be seen
vehicle for the scaling of social innovations. Thus, it is not sur-
as a place where transculturality can be learned without losing
prising that successful business models in Silicon Valley are no
sight of one’s origins, as epitomised by family, home (in the
longer merely about new products but also about organising
sense of Heimat), culture, religion, etc. It may be regarded as
our everyday lives: nurturing friendships, administering one’s
fateful that the artist, despite winning countless national and
neighbourhood even about finding lodgings in a strange town.
international prizes for graphics and fine art, faded into oblivion
A framework for social development
enced an unprecedented economic upturn.
The fact that business models foster community demonstrates,
This being said, it is an encouraging sign that, in addition to the
precisely at the time when Western economies were experi-
on the one hand, that corporate leadership does have an im-
presence of some of Florian’s key works in the Vienna Alberti-
pact on civil society; and, on the other, clearly indicates that
na as well as in museums in Prague, Milan and Ljubljana, the
classic sectoral boundaries are softening and civil society itself
bulk of his oeuvre has been gifted to the Vienna-based founda-
is emerging as a productive sector of a global consumerist so-
tion “Societas Futura - Shaping Society”, which was founded
ciety. Civil society is becoming a reference value for entrepre-
in spring 2017 by Dr Ramona Maria Kordesch as a think tank
neurial activity, it is no longer merely an accessory to the state
for leadership and civil society. The foundation is a partner of
but attracts considerable political and economic interest as a
the Leadership Excellence Institute Zeppelin | LEIZ.
driver of social development.
Contact: ramona.kordesch@zu.de
An artist's view Against the backdrop of the post-war era, Austrian painter Maximilian Florian (1901-1982) thought a great deal about the development of civil society. Though Florian’s works reveal the beauty of the visible world in manifold ways, it was the 24
Notable bachelor’s and master’s theses Recently submitted Blaurock, Marah (2017)
Marschall, Mirjam (2017)
A CEO’s Commitment to Honesty predicts Honest Decisions
Monkeys and yardsticks: An overall analysis of the impact of in-
under EGO -Depletion (M.A.)
junctive and descriptive norms by hierarchy levels in German
Supervisors: Prof Carmen Tanner, Dr Matthias Sohn
organizations based on an ethical business culture study (M.A.) Supervisors: Prof Carmen Tanner, Prof Anja Achtziger
Fries, Isabell (2017) The role of relationship capital in companies – a qualitative
Reiß, Johanna (2017)
view and stakeholder analysis. (“Die Rolle des Beziehungska-
Exploring Moral Commitment in Banking. A Qualitative Exem-
pitals in Unternehmen – eine qualitative Betrachtung und
plar Research on Individuals’ Motivation to Comply with Moral
Stakeholderanalyse”). (B.A.)
Values (B.A.)
Supervisors: Prof Carmen Tanner, Dr Matthias Sohn
Supervisors: Prof Carmen Tanner, Nicole Witt
Gilsa, Thilo von (2017)
Yu, Sarah Isabelle (2017)
Operationalizing Transcultural Competence. An analysis of relat-
Relational Leadership as a Facilitator of Interorganizational
ed concepts and methods of measurements (B.A.)
Learning in German-Chinese Joint Ventures (B.A.)
Supervisors: Prof Josef Wieland, Julika Baumann Montecinos
Supervisor: Prof Josef Wieland
Hölzl, Lukas (2017) The Moderating Effects of Organizational Factors on the Relationship between Leader Narcissism and Supervisor-Targeted Counterproductive Work Behavior (M.A.) Supervisors: Prof Carmen Tanner, Dr Matthias Sohn
Hogrefe, Robin (2017) Developing future-proof corporate strategies against the backdrop of the global sustainability debate. (“Entwicklung zukunftsfähiger Unternehmensstrategien vor dem Hintergrund der globalen Nachhaltigkeitsdebatte”). (M.A.) Supervisors: Prof Josef Wieland, Dominik Fischer 25
P UBL IC AT IONS
New publications BAUM A NN MON TECINOS, J., FE T ZER, J. (2017):
W IEL A ND, J. (2017):
Konzepte für eine bessere Welt? Ein Überblick zu Sharing
Wirtschaftsethik. In: Wegner, G. (ed.): Von Arbeit bis Zivilge-
Economy, Shared Value, Commons und Gemeinwohl-Ökon-
sellschaft. Zur Wirkungsgeschichte der Reformation. Leipzig:
omie. In: Forum Wirtschaftsethik Jahresschrift des DNWE ,
Evangelische Verlagsanstalt, 366–379.
24. Jahrgang, 79–87. Publications currently in press GIBSON, R., SOHN, M., TA NNER, C. & WAGNER, A . F. (2017):
Investing in Managerial Honesty. Swiss Finance Institute Re-
K ATSAROV, J., CHRISTEN, M., MAUERHOFER, R., SCHMOKER,
search Paper No. 17–03; European Corporate Governance In-
D. & TANNER, C. (2017):
stitute (ECGI) - Finance Working Paper No. 516 / 2017.
Training moral sensitivity through moral games: A review of suitable game mechanisms. Game and Culture, 1–23.
INEICHEN, C., CHRISTEN, M., & TANNER, C. (2017):
Measuring value sensitivity in medicine. BMC Medical Ethics,
KORDESCH, R. M. (2017):
18(5), 1–12.
Christsein in der Zivilgesellschaft, in: Lebendiges Zeugnis, Heft 3/2017
KORDESCH, R. M. (2017):
Kirche als Prägekraft globaler Zivilgesellschaft. In: Mokry, S.,
KORDESCH, R. M. (2017):
Linster, P. (ed.): „Ich schweige nicht“. Wie Pater Rupert Meyer
Die Arbeit der Zivilgesellschaft. Kooperationsherausforderungen
noch heute Menschen bewegt. Lindenberg im Allgäu: Kunst-
einer globalen Welt, in: Theologicum Heft 2/2017
verlag Josef Fink, 55–61. TA NNER, C. (2017):
Werte und Führung: Werte leben und Werte schaffen. Wirtschaftspsychologie, 1, 71–74. W IEL A ND, J. (2017):
Solidarität 3.0 – Erwartungen an einen Begriff, der keine Erwartungen zulässt. In: Forum Wirtschaftsethik Jahresschrift des DNWE , 24. Jahrgang, 7–12.
26
M A X I M I L I A N F L O R I A N : P O R T R ÄT PA R A C E L S U S (19 4 3 )
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 LEIZ : Carmen
Transcultural Leadership, Direc-
Tanner, who also holds a pro-
tor of LEIZ : Prior to his current
fessorship at the Department
position, Josef Wieland was
of Banking and Finance at the
Professor of Business Admin-
University of Zurich and the di-
istration and Economics with an
rectorship of the “Center for Re-
emphasis on business ethics at
sponsibility in Finance”, taught
the University of Applied Sciences, Konstanz. 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 behavioural business ethics
of which he is President, and chairs the German Network of
and moral intelligence.
Business Ethics (DNWE) . He is a member of, inter alia, the
Contact: carmen.tanner@zu.de
national CSR Forum, the jury for the German government’s CSR Award, and the Advisory Council for Sustainability of
DR LENNART BR AND
the government of the federal state of Baden-Württemberg.
Director of LEIZ : Having studied
– Managing
In the context of the German G20 presidency in 2016/2017,
at the universities of Münster,
Prof. Wieland co-chairs the working group “Sustainability in
Vienna and Edinburgh, Lennart
Global Value Chains” within the Think20 process.
Brand pursued a career in the
Contact: josef.wieland@zu.de
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. A literary historian by trade, his research interests focus on German literature of the early 20th century, in particular Ernst Jünger and Karl Kraus. Contact: lennart.brand@zu.de
28
Senior Researchers D R R A M O N A M A R I A KO R D E S C H
–
DR ANGELICA MARTE
– Visiting
Senior Research Fellow: Ramona
Researcher & Senior Lecturer:
M. Kordesch studied Catholic The-
Having studied business admin-
ology and Religious Studies at Graz
istration in Zurich and cultural
and Tübingen and was head of the
management, Angelica Marte
research unit “Innovation systems
pursued a career in the consum-
of charitable organizations” at ZU
er industry before becoming a
until 2016. Her research interests
Research Assistant. Following
include non-profit and civil-society
her PhD at the Private University
research. At LEIZ, Dr Kordesch is
Witten / Herdecke, she worked
responsible for the “Leadership & Civil Society” research cluster.
as a Research Affiliate at the MIT Center for Collective Intelli-
Outside her academic responsibilities, Dr Kordesch runs “Socie-
gence. At ZU , she has held a variety of research and teaching
tas Futura” in Austria – a think-tank for “multi-dimensional entre-
posts, most recently as Executive Director of the ZU Profession-
preneurship to shape tomorrow’s world.”
al School. Her main research interests are female/mixed lead-
Contact: ramona.kordesch@zu.de
ership, leadership development & diversity. Her research has been supplemented by film making in different societies, e.g. – Visiting Re-
Seychelles and Morocco. She recently founded “mim_more is
searcher: IT engineer and econ-
more”, a company focusing on pioneering inclusive organiza-
DR HALIT ÜNVER
omist, studied at Ulm University.
tions with a gender-balanced leadership approach.
Scientist at the Research Institute
Contact: avm@angelicavmarte.com
for Applied Knowledge Processing ( FAW /n) focusing on globalization, digital transformation, & transcultural issues. He was a Daimler AG trainee in the fields of trucks, global IT management and R&D. He completed an executive education at Imperial College London Business School, is a member of EIT young leaders group and a fellow of Stiftung Mercator. Since 2015, he has participated in the T20 process within the G20 presidency. Contact: halit.uenver@zu.de
29
P EOP L E
Research Assistants D R M AT T H I A S S O H N
– Post-doc-
DOMINIK FISCHER
– Research
toral Researcher at the Chair of
Assistant and PhD student at the
Economic Psychology and Lead-
Chair of Institutional Economics:
ership Ethics: Matthias Sohn re-
Dominik Fischer studied at Zep-
ceived his MSc at the University
pelin University, the University
of Basel and the Nestlé Research
of Sydney, the London School of
Center in Lausanne. Having ob-
Economics and Political Science,
tained his PhD from the Bundes
and the Indian Institute of Man-
wehr University, Munich, where
agement. His main research in-
he was affiliated with the Chair
terests are leadership, network
of Management Accounting, he has been with LEIZ since 2015.
governance, and transcultural management as a response to
His current research focus lies in behavioural business ethics,
the institutional environment. In addition, he focuses on CSR
behavioural accounting, and behavioural finance.
and shared value as a strategic tool.
Contact: matthias.sohn@zu.de
Contact: dominik.fischer@zu.de
JULIKA BAUMANN MONTECINOS
–
ISABEL JANDEISEK
– Research
Head of “Transcultural Manage-
Assistant and PhD student at the
ment Studies” and Manager
Chair of Institutional Economics:
External Relations at LEIZ : She
Isabel Jandeisek studied Political
graduated in International Cultur-
and Economic Sciences at Zep-
al and Business Studies from the
pelin University, the University of
University of Passau, including
Bielefeld, and St Petersburg Uni-
various stays in China, India, the
versity. She received a research
Dominican Republic and Brazil.
scholarship at Zeppelin Universi-
She pursued a career in the auto-
ty’s Civil Society Center. In 2016,
motive industry before joining LEIZ in 2014. Under the direction of
she was invited to be a visiting research scholar at FDU , New
Prof Wieland she conducted a research project on CSR evaluation
Jersey. Her research focuses on governance economics, corpo-
for the German Federal Ministry of Labour and Social Affairs. Her
rate responsibility, shared value creation, and the role of norma-
main research topics are informal institutions, transcultural man-
tive innovations for the global UN Agenda 2030 for Sustainable
agement, and corporate responsibility in a transcultural context.
Development.
Contact: julika.montecinos@zu.de
Contact: isabel.jandeisek@zu.de
30
Administration DIANA STIMMLER
– Research As-
sistant at the Chair of Economic
ANDREA FRÜH
– Personal Assis-
tant: After working in event mar-
Psychology and Leadership Eth-
keting for several years, Andrea
ics: Diana Stimmler studied So-
Früh – a graduate in sports sci-
ciology, Politics and Economics
ence and business administra-
at Zeppelin University and at
tion – joined ZU in 2011. After
Hallym University in South Korea.
a series of posts in various de-
She went on to graduate with an
partments, she began working
MS c in Psychology of Economic
at LEIZ in 2015.
Life from the London School of
Contact: andrea.frueh@zu.de
Economics and Political Science before returning to LEIZ this autumn to join the team under Prof Tanner, where she also
SILKE RINKENBURGER
– Personal
aims to pursue her PhD. Her main research interest is in Be-
Assistant: After working in the
havioural Business Ethics.
banking sector for twelve years &
Contact: diana.stimmler@zu.de
taking six years out to raise a family, Silke Rinkenburger, a qualified – Research Assis-
bank clerk, has worked at ZU in var-
tant and PhD student at the Chair
ious capacities since 2011. She has
NICOLE WITT
of Economic Psychology and
held her post at LEIZ since 2015.
Leadership Ethics: Nicole Witt
Contact:silke.rinkenburger@zu.de
received her diploma in psychology with a minor in mathematics from Heinrich-Heine University in Düsseldorf in 2010 and worked as a market-research consultant after graduation. For her doctoral thesis, she is developing measuring instruments for examining the relationship between moral commitment and responsible leadership behaviour. Contact: nicole.witt@zu.de
31
M A X I M I L I A N F L O R I A N : S E L B S T B I L D M I T R O T E M S C H A L (19 5 8 )
ME DI A S SOUR OUR C E S
LEIZ In addition to detailed information on all facets of its research and teaching activities, the Institute’s website offers topical news and various types of resources. Z U. D E / L E I Z
Transcultural Caravan The Transcultural Caravan is a hub of global thinking – about a new type of leadership and the capacity to cooperate as well as to define globally shared interests and values. 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 offers 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 Editor: Julika Baumann Montecinos Art Direction: Philipp N. Hertel Type Setting: Simon Merz Pictures on Page 1, 9, 17, 27, 32: Collection Florian, Vienna
Excellence, then, is a state concerned with choice, lying in a mean, relative to us, this being determined by reason and in the way in which the man of practical wisdom would determine it.
ARISTOTLE