Leadership and the 'right to respect' – on honour and shame in emotionally charged management settings

Abstract

Honour, as a concept, is at times seen as implicit in leadership and the working of peer groups, but has rarely been explicitly discussed in management studies. This paper presents honour as a key category in socio-moral contexts, and discusses how it and related concepts, such as respect, shame and pride, affect leadership contexts. We argue, through a discussion on honour as it has been studied in, for example, sociology and anthropology, that studies thereof can be a promising avenue for developing the way in which complex leadership settings and exchanges are analysed.

Cite this work

No public copy is stored for this record, so only the metadata is cited.

Stored only when both papers are in the corpus — 7 citations exist upstream.

Papers that cite the same references — the relational fallback while embeddings are still backfilling.