Date of Conferral
9-25-2024
Degree
Ph.D.
School
Management
Advisor
Sheryl Kristensen
Abstract
Public confidence in organizational leadership is dwindling due to recurring scandals within large corporations. Despite recent ethical failures, many organizations have yet to implement effective strategies to foster ethical leadership and transform their corporate cultures. Lack of ethical leadership is particularly concerning in vital sectors such as the foodservice industry, where unethical leadership can harm consumers and the environment. An exploratory multiple-case study design was used to examine what leadership strategies some organizational leaders in the U.S. foodservice industry could use to reduce unethical practices. Participants were adults with managerial or supervisory roles in the U.S. foodservice industry for at least 5 years and led teams of at least 10 employees. The theory of planned behavior (TPB) was the conceptual framework for this study. Data were gathered from interviews with six organizational leaders and analysis of nine corroborative documents. Thematic analysis was used to code and categorize results into discernible themes. Findings via the TPB highlighted two dominant themes: focus on doing the right thing and special programs for leaders. Implications for social change underscore the necessity for improved training and education to cultivate ethical corporate cultures. Furthermore, implementing stringent consumer and environmental protection regulations and legislation aimed at criminalizing unethical behavior more severely would lead to holding corporate leaders accountable, as they could face serious consequences.
Recommended Citation
Anang, John Badu, "Leadership Strategies for Reducing Unethical Practices by Organizational Leaders in the United States Foodservice Industry" (2024). Walden Dissertations and Doctoral Studies. 16415.
https://scholarworks.waldenu.edu/dissertations/16415
