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International Journal of Project Management 27 (2009) 456–463 www.elsevier.com/locate/ijproman E-ethical leadership for virtual project teams
Margaret R. Lee *
Capella University, 225 South Sixth Street, Minneapolis, MN 55402, United States
Received 30 March 2008; received in revised form 21 May 2008; accepted 27 May 2008

Abstract
This paper presents a review of current literature on ethical theories as they relate to ethical leadership in the virtual business environment (e-ethics) and virtual project leadership. Ethical theories are reviewed in relation to virtual project management, such as participative management, Theory Y, and its relationship to utilitarianism; Kantian ethics, motivation, and trust; communitarian ethics, ethic of care and egalitarianism; Stakeholder Theory; and the use of political tactics. Challenges to e-ethical leadership are presented and responses to these issues discussed. The conclusion presents four propositions for future research. The purpose of this paper is to identify secondary literature on e-ethics and how this new area of business ethics may affect the leaders of virtual project teams.
Ó 2008 Elsevier Ltd and IPMA. All rights reserved.
Keywords: E-ethics; E-leadership; Virtual project management; Virtual teams; Project management; Ethics; Project leadership; Ethical project leadership;
E-ethical project management; Sensitive material; Code of conduct; Social isolation; Virtual community; Stakeholder involvement

1. Introduction
The need for ethical leadership in project teams has always been important in organizations, but the need for ethical leadership in virtual project teams has become increasing relevant as businesses move toward more nontraditional and international work environments. The term e-ethics describes ethical leadership in the virtual business

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