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Book Summary
Special Features:
Library Journal vol. 133 iss. 19 p. 79 (c) 11/15/2008 Clinical psychologist
Hoyk and Hersey (leadership studies, Nova Southeastern Univ.; coauthor, with Kan
Blanchard, Management of Organizational Behavior ) have pieced together 45
"ethical traps" facing executives, hoping that if these traps are identified and
labeled they can be avoided. The authors begin by differentiating "primary,"
"defensive," and "personality" traps, then explain each trap and its effects on
ethical behavior in one to three pages. The traps range from "justification" (a
"primary" trap, initiated from outside) to "empathy" (a "personality" trap).
Examples abound, but they are often taken from psychological studies and rarely
from business. Two
Special Features:
Library Journal vol. 133 iss. 19 p. 79 (c) 11/15/2008 Clinical psychologist
Hoyk and Hersey (leadership studies, Nova Southeastern Univ.; coauthor, with Kan
Blanchard, Management of Organizational Behavior ) have pieced together 45
"ethical traps" facing executives, hoping that if these traps are identified and
labeled they can be avoided. The authors begin by differentiating "primary,"
"defensive," and "personality" traps, then explain each trap and its effects on
ethical behavior in one to three pages. The traps range from "justification" (a
"primary" trap, initiated from outside) to "empathy" (a "personality" trap).
Examples abound, but they are often taken from psychological studies and rarely
from business. Two