Acceptance of identity, dignity, 53, 91
Accountability, dignity, 54, 92
Acknowledgment, dignity, 53, 92
Amygdala, 4
Asian Association of Supreme Audit Institute (ASSOSAI), 65
Audit process. See also Comptroller and Accountant General of India
performance audit, 83
receipts and stock accounts, 83
report submittion, 83–84
transaction, 83
Babiak, P., 15
Bakan, J., 110, 119, 123
Ballroom dancing, 184–185
Ballroom hold, 195–197
Benevolence, 113, 120–121
Betrayal, dignity model, 41–42
Biederman, I., 12, 13
“Blame the Government” theme
appreciation and gratitude, 145–146
CSR initiatives, 145
government’s roles, 144–145
Blowfield, M., 135
Cai, Y., 132
Carter, R., 4
Central Bureau of Investigation (CBI), 72
Change management process. See also Post-mergers and acquisitions change process
financial crisis, 162
human dignity
elements, 164
humanistic philosophical tradition, 163
subjective and objective dimensions, 164
Humanistic Management,
162–163
internal communication
cocreation, 167
definition, 165
humanistic perspective, 165
identification shift, 166
integrated and strategic perspective, 165
internal branding, 167
lack of consistency, 165
organizational culture, 166
organizational identity, 166
social media, 168
organizational culture, 162–163
utilitarian philosophy, 162
Chreim, S., 166
Competence-induced trust, 111–112, 114
Comptroller and Accountant General (CAG) of India
core values, 67
Indian Audit and Accounts Department, 59
INTOSAI’s statement, 58
mission, 67
oath presentation, 75
offices, 59–60
organization chart, 69, 71
position of, 58
Vinod Rai
career and posting, 61
global benchmarking and training, 65
global recognition, 65
outcome focus, 63
prioritization and role clarification, 62–63
style, 65
transparency, 64
2G spectrum audit report,
66–72
vision, 67
Controversial industry sectors, 131, 132
Cornelissen, J., 168
Corporate leadership, 23–24
Corporate social responsibility (CSR)
developing country context
Blowfield’s arguement, 135
business, 134–135
Frynas arguement, 135
instrumentalist approach, 135–136
issues, 135
Latin America, 136
Lebanon, 136
market-embedded morality, 135
private sector, 134
in Indonesia (see Indonesian Tobacco Industry, CSR practices)
Damasio, A.R., 7
Dancesport
ballroom dancing, 184–185
ballroom hold, 195–197
competitive dancers, 190
dance partnership, 188–189
elements, 186–187
follower’s responsibilities, 185
immediate bodily experience, 185
leader–follower relationships, 185–186
leader’s responsibilities, 185
leading–following balance, 193–195
Matzdorf and Sen’s arguement, 188
Mintzberg’s statement, 188
moving together, 198–199
moving with music, 199–200
playful and stressful medium, 190
relational–processual approach, 186
Sinclair’s complaint, 187
training sessions, 191
trust building, 191–192
Davis, J.H., 111
Denisi, A.S., 167
Department chair, 89, 90
Deputy Accountant Generals (DAGs), 62
“Dialectic” theme
economic position, 143–144
global dialectic perspective, 144
health issues, 143
“healthy” living, 144
research participants’ ambivalent responses, 142, 143
Dignity Model
betrayal and injustice, 41–42
building blocks of, 37
conflict dynamics, 34
consultant, 33
core issues, 38–39
dignity-violating policies, 40
“emotional” reactions, 46
essential elements, 53–55
executive compensation problem, 44–46
identity issue, 34
implementation phase, 39
in-house dignity leadership team, 39
interpersonal narratives, 42–43
leadership team failure, 44
organization, 35–36
self-preservation instincts
Dweck’s view, 49
Heifetz’s view, 49
Lieberman’s research, 50
self-knowledge, 49
Ten Temptations to Violate Dignity, 47–48
unconscious emotion, 48
senior executive leadership team, 46–47
violations, 34–35
Dignity threshold, 17
Djarum’s CSR practices
cultural activities, 141–142
Djarum Foundation, 141
environment programs, 142
net profit, 141
sport initiatives, 141
Donaldson, J., 17
Dweck, C., 49
Economistic model, 14, 15
Ellis, K., 113
Employment contracts, 101
“Eureka” effect, 13
Evil leadership, 23
Evolutionary biology
animals
drive to acquire, 4
drive to defend, 4
human behavior
drive to bond, 6–8
drive to comprehend, 8–9
economistic perspective, 5
renewed Darwinian theory, 5
independence of drives
drive to comprehend, 11–13
emergence of bonding, 10–11
Fairness, dignity, 53
Friedman, M., 19
Frith, C.D., 4
Frynas, J., 135, 136
Greider, W., 107
Gribbin, J.R., 8
Gribbin, M., 8
Groysberg, B., 23, 24
Gudang Garam’s CSR practices
environment programs, 140–141
health care, 141
in Kediri area, 140
livelihood creation programs, 140
net profits, 140
“Pro Poor” Program, 140
Hare, R.D., 15
Hauser, M., 21
Heifetz, R., 49
Henrich, J., 7
Hicks, D., 18
Hofielen, G., 162
Human behavior
drive to bond
human infants, 7
Lawrence’s arguement, 7
social relationships, 7
statement, 5–6
drive to comprehend, 8–9
economistic perspective, 5
renewed Darwinian theory, 5
Human dignity. See also Dignity Model
elements of, 91–92
work-assignment
organizations and management, 90–91
power differences, 91
role-play, 93–101
Humanistic Management, 162–164, 166
Humanistic model
basic drives, 15
dignity threshold, 17–18
vs. economistic model, 15–16, 18
neuroscience, 16
practical wisdom, 18–19
prefrontal cortex, 16
well-being and flourishing, 19–20
Human resources management (HRM), 164
Identification, trust, 113, 121–123
Inclusion, dignity, 53, 92
Independence, dignity, 53, 92
Indonesian Tobacco Industry, CSR practices
“Blame the Government” theme, 144–146
cigarette market, 133–134
clove cigarettes, 150–151
controversial industry sector, 131–132
corporations and stakeholder relationship, 151–152
CSR implementation, 136
CSR Law, 137
culture and identity issues, 149–150
“Dialectic” theme, 143–144
Djarum’s CSR practices
cultural activities, 141–142
Djarum Foundation, 141
environment programs, 142
net profit, 141
sport initiatives, 141
economic contribution, 134
economic development, 148
globalization, 151
Gudang Garam’s CSR practices
environment programs,
140–141
health care, 141
in Kediri area, 140
livelihood creation programs, 140
net profits, 140
“Pro Poor” Program, 140
health facts, 151
Hendarto’s view, 137
image and reputation, 133
imbalanced power dynamics, 152–153
imbalanced power relations, 131–132
international conspiracy, 150
legitimacy, 132–133
multinational corporations, 134, 137
New Order era, 149
Philip Morris’ Sampoerna’s CSR practices
empowerment programs, 139
environmental conservation programs, 139
mudflow eruption, 139
net profit, 140
Putera Sampoerna Foundation, 139
SEATCA, 138
products and services, 137–138
small and medium enterprises, 137
societal problems, 138
transnational and environmental problems, 149
Waagstein’s arguement, 136–137
“We are From a Developing Country Apology” theme, 146–147
In-house dignity leadership team, 39
Injustice, dignity model, 41–42
Integrity, trust, 112–113, 116–119
Internal communication (IC)
cocreation, 167
definition, 165
humanistic perspective, 165
identification shift, 166
integrated and strategic perspective, 165
intensive training program, 174–175
internal branding, 167
internal supporters, 173
lack of consistency, 165
learning and engagement activities, 174
multimedia guidelines, 174
online activities, 175
organizational culture, 166
organizational identity, 166
process owner, 173
social applications, 174
social media, 168
web 2.0 communication tools, 173
International Organization of Supreme Audit Institutions (INTOSAI), 58, 65
Interpersonal narratives, dignity model, 42–43
Jamali, D., 136
Jensen, M.C., 17, 24
Joint parliamentary commentary (JPC), 60, 70
Kueng, H., 17, 21
Kuper, A., 10
Lawrence, P.R., 3–5, 7–9, 11–13, 15, 17, 22, 27, 162
Leader-follower dance
dancesport
ballroom dancing, 184–185
ballroom hold, 195–197
competitive dancers, 190
dance partnership, 188–189
elements, 186–187
follower’s responsibilities, 185
immediate bodily experience, 185
leader–follower relationships, 185–186
leader’s responsibilities, 185
leading–following balance, 193–195
Matzdorf and Sen’s arguement, 188
Mintzberg’s statement, 188
moving together, 198–199
moving with music, 199–200
playful and stressful medium, 190
relational–processual approach, 186
Sinclair’s complaint, 187
training sessions, 191
trust building, 191–192
and Humanistic Management, 183
“whole-person” approach, 184
workshops, 184, 186
Leading–following balance, 193–195
LeDoux, J.E., 7
Lee, L.E., 23, 24
Legitimacy, 132–133
Lieberman, M., 50
Lies, J., 165
Lindgreen, A., 132
Luhmann, N., 111
Maak, T., 21
Mahatma Gandhi National Rural Employment Guarantee Act (MGNREGA), 62
Malhotra, D., 123
Maon, F., 132
Mayer, R.C., 111
Meckling, W.H., 24
Mintzberg, H., 188
Mirshak, R., 136
Misguided leadership, 23
Mistrust, 123–124
Murnighan, J.K., 123
National Telecom Policy (NTP), 66
Network governance, 25
Nohria, N., 3–5, 12, 23, 24
Nucleus accumbens, 4
Organizational culture, 162–163
Pavlou, P.A., 113
Performance audit, 83
Pervasive signals of mistrust, 123–124
Philip Morris’ Sampoerna’s CSR practices
empowerment programs, 139
environmental conservation programs, 139
mudflow eruption, 139
net profit, 140
Putera Sampoerna Foundation, 139
SEATCA, 138
Pinker, S., 9
Pirson, M.A., 162
Pless, N.M., 21
Pondy, L.R., 167
Post-mergers and acquisitions (M&A) change process
chief executive officer, 168
high-tech Italian company
business sector, 169
CEO’s strategy, 170–171
cost-cutting strategy, 170
debt situation, 169
horizontal organizational structure, 170
internal communication and digital media, 172–175
ownership, 169
people-centered strategy, 170
value creation, 171
value declination, 171–172
value diffusion and HRM system integration, 172
internal document analysis, 168
Practical wisdom, 18–19
Predictability, 112
Prefrontal cortex, 16, 17
Psychopathy, 13–15
Public Accounts Committee (PAC), 60, 84
Putera Sampoerna Foundation (PSF), 139
Reast, J., 132
Recognition, dignity, 53, 92
Reliability, 112, 115–116
Renewed Darwinian theory (RD theory), 5
Responsible leadership
corporate behavior, 24–25
Darwin’s statement, 21
definition, 21
golden rule and four drives, 22–23
learning and practicing, 26–27
morality, 21
and supportive structures, 23
Ripperger, T., 111, 123
Safety, dignity, 53, 92
Sampoerna Entrepreneurship Training Centre (SETC), 139
Sarva Shikha Abhiyaan (SSA), 62
Schmidheiny, S., 136
Schoorman, F.D., 111
Schweiger, D.M., 167
Seifert, M., 111
Self-fulfilling mechanism, trust, 124–125
Sen, A., 17, 18, 20, 188
Shockley-Zalabak, P., 112
Sinclair, A., 187
Smith, A., 19
Sociopaths, 14
Southeast Asia Tobacco Control Alliance (SEATCA), 138
Sprenger, R.K., 123
Supreme Audit Institution (SAI), 58, 63
Tajfel, H., 7
Ten Temptations to Violate Dignity, 47–48, 54–55
Tomasello, M., 7
Transparency, 64, 113, 119–120
Trust
capitalism, 107
international surveys, 107
long-term corporate success and viability threats, 108
Luhmann’s arguement, 111
mistrust, 123–124
organizational trust
benevolence, 113, 120–121
competence, 111–112, 114
identification, 113, 121–123
integrity, 112–113, 116–119
reliability, 112, 115–116
transparency, 113, 119–120
Seifert’s views, 111
self-fulfilling mechanism,
124–125
trust gap, 109–110
Turnbull, S., 25
Vessel, E., 12, 13
Vinod Rai
career and posting, 61
global benchmarking and training, 65
global recognition, 65
outcome focus, 63
prioritization and role clarification, 62–63
style, 65
transparency, 64
2G spectrum audit report
government representatives and media reactions, 71–72
international peer review, 71
media briefings, 71
National Telecom Policy, 66
parliament proceedings, 69–70
presumptive loss calculation, 68–69
telecom issues, 67–68
Von Kimakowitz, E., 162
Walsh, J., 17
Warneken, F., 7
“We are From a Developing Country Apology” theme
apologetic response, 147
employment and urbanization problems, 146
sense of pride, 147
Weber, M., 164
Wilson, E.O., 7, 21
Work-assignment
college-wide programs
department chair, 89, 90
e-mail conversation, 90
instructor, 89
schools, 89
human dignity
elements of, 91–92
organizations and management, 90–91
power differences, 91
role-play
course preparation time, 93
e-mail exchange, 94–101
employment contracts, 101, 103
human dignity, 101
organizational contexts, 101
Work culture, 60–61
Wrangham, R., 10
Yani-De-Soriano, M., 132