Toward a Model for Ethical Cybersecurity Leadership

Toward a Model for Ethical Cybersecurity Leadership

Marisa Cleveland (Northeastern University, Boston, USA) and Tonia Spangler (Florida SouthWestern State College, Fort Myers, USA)
Copyright: © 2018 |Pages: 8
DOI: 10.4018/IJSEUS.2018100103

Abstract

With no clear model for ethical cybersecurity leadership, the field of cybersecurity is largely unregulated. The advances in technology and the Internet of Things come at a price—security. Since there is a lack of regulation, no clear guidelines exist. Furthermore, there is a gap in the literature to identify a set of global ethical standards for cybersecurity leaders. This article proposes an international model of ethical standards with three ethical propositions to ensure the users of technology in today's global industry remain confident in the corporations entrusted with the users' information.
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Importance Of Ethics For Cybersecurity Leaders

Cybersecurity leaders create the standard for ethical behavior across entire organizations, industries, and continents. Since the 1990s, trust in businesses and the integrity of business people has declined (Barker & Comer, 2012). Ethical leadership and ethical decision making are important components of business instruction and recognized as such by The Association to Advance Collegiate Schools of Business International (AACSB) (Baker & Comer, 2012). According to Gerde and Foster (2008) and Tomlinson (2009), students are taught how to identify ethical issues and how to make ethical decisions, but Dean and Beggs (2006) posit that teaching business ethics has a “negligible effect of their students’ behavior” (Baker & Comer, 2012).

Beyond business ethics, information security professionals are expected to uphold a standard of practice that promotes trust from the users and assurance that the information they maintain will be used for the comprehended intended purpose. According to Bandura’s Social Learning Theory, people learn from one another (Bandura, 1977), and in Kotter and Cohen (2002), one of the authors notes that after examining close to 100 cases, one finding was that most people “did not handle large-scale change well… mostly because they had little exposure to highly successful transformations.”

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