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Leadership approaches, or styles, practised by managers in free societies over the last 100 years have shifted from highly directive, or authoritarian, to more non‐directive, or participative. This study surveyed labour and management of a defence industry computer software company to compare management (n=35) and technical employee (n=143) perceptions of preferred management style as measured by the Leader Behaviour Descriptive Questionnaire (LBDQ) Form XII. Subjects were asked to rate their ideal leader in response to the 100 items on the LBDQ. Causal‐comparative data analysis was used to compute descriptive statistics for each comparison group. Findings from the study suggest there is an extraordinary unity of thinking between managers and employees regarding those elements critical to effective leadership; managers agreed to a significantly greater extent than employees that the surveyed variables are critical to effective leadership; and managers and employees agreed that the favoured leadership style is “selling”, as defined by Hersey and Blanchard.

Written in response to many enquiries about how the social audit is linked to quality control issues, reviews the developmental history of the social audit and its links to government regulations. Discusses and analyses ethical dilemmas.

The past few years have seen a swelling of interest in explicitly Christian approaches to business ethics. The time is ripe, it would seem, to map the diversity of approaches within what I term “Christian business ethics.”¹ Here I will frame the diversity of approaches as answers to the distinctive kind of question which religiously minded ethicists have brought to the terrain of business. I will not use theological or religious terms or categories, since such language is not likely to be of interest to philosophers and social scientists. Drawing up this map has been rendered easier by the fact that Christian business ethicists themselves have used a language which is readily accessible to listeners outside their traditions.

This study investigates the relationships between environmental, social, and governance (ESG) controversies and insolvency risk in the insurance sector. Drawing from legitimacy and stakeholder theories, the authors explore the impact of ESG controversies on insurers’ insolvency risk and the moderating effect of ESG practices on this relationship.

This study utilises a dataset comprising 120 stock insurance firms spanning from 2011 to 2022. The authors employed system-GMM estimations to control for potential endogeneity and conducted several robustness checks.

ESG controversy positively influences insurers’ insolvency risk, with ESG practices mitigating these positive effects. The Governance (G) component of ESG practices plays a key role in counteracting the effects of ESG controversies on insurance companies’ insolvency risk.

This is the first study to investigate the direct relationship between ESG controversies and insolvency risk in the insurance industry. It underscores the critical influence of stakeholders’ perceptions of the company’s legitimacy, which is determined by the number of ESG controversies undertaken by the insurer company, on its insolvency risk. Additionally, by examining the three components of ESG practices individually, the authors offer insights into how managers can gain a competitive edge, particularly by utilising governance practices as safeguards against the adverse effects of ESG controversies on their financial risk.