Abstract
Media coverage of recent high-profile sexual harassment scandals and subsequent #MeToo publicity confirms that sexual harassment continues to plague corporate cultures. Organizations have previously relied on professional training and policy creations to address workplace misconduct. These initiatives are primarily predicated on legal and compliance efforts to reduce misconduct and maintain more harassment free environments. Even with calls from regulatory agencies and media coverage, corporate cultures do not appear to have changed. This exploratory investigation suggests that organizations continue to rely on established methods of addressing sexual harassment and should utilize behavioral modeling to improve corporate cultures. Ideas forwarded within this paper will begin discussions regarding the use of behavioral modeling by leaders to solidify improved anti-harassment cultures.
Sign-in/Register to access full text options 
Talk to us
Join us for a 30 min session where you can share your feedback and ask us any queries you have
Schedule a callMore From: Administrative Issues Journal Education, Practice, and Research
Disclaimer: All third-party content on this website/platform is and will remain the property of their respective owners and is provided on "as is" basis without any warranties, express or implied. Use of third-party content does not indicate any affiliation, sponsorship with or endorsement by them. Any references to third-party content is to identify the corresponding services and shall be considered fair use under The CopyrightLaw.
