Abstract
Management education seeks to train effective and ethical business leaders. However, it has been observed for decades that in practice many of these leaders fail to consider the effectiveness or the ethical impact of their decisions on stakeholders, citizens, and the environment.
The premise of this chapter is that in a world of escalating uncertainties, plagued by complex issues such as resources constraints, climate change, and growing social inequity, business leaders should face these challenges, with the intention at least to minimize any damage their decisions might entail for society and the environment.
The chapter begins by summarizing the evolution of Singapore as a sovereign city state and its unique economic and social problems; it then examines the thesis that management education, to be both effective and ethical, should focus on the intersection of three core sectors: private, public, and civil—as identified, for example, by Lovegrove and Thomas. It describes this tri-sector approach, taken by Singapore Management University’s Post-Graduate Management Education Programme, and why it is particularly relevant to the Singaporean context.
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Wang, J. (2018). Tri-Sector Leadership and Collaboration in Management Education: The Case of Singapore. In: Christopher, E. (eds) Meeting Expectations in Management Education. Palgrave Macmillan, Cham. https://doi.org/10.1007/978-3-319-76412-2_7
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