David Bourget (Western Ontario)
David Chalmers (ANU, NYU)
Rafael De Clercq
Jack Alan Reynolds
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Business Ethics Quarterly 21 (4):555-578 (2011)
Organizations constitute morally-complex environments, requiring organization members to possess levels of moral courage sufficient to promote their ethical action, while refraining from unethical actions when faced with temptations or pressures. Using a sample drawn from a military context, we explored the antecedents and consequences of moral courage. Results from this four-month field study demonstrated that authentic leadership was positively related to followers’ displays of moral courage. Further, followers’ moral courage fully mediated the effects of authentic leadership on followers’ ethical and pro-social behaviors. Theoretical and practical implications for further integrating the work on moral courage, authentic leadership and ethics are discussed
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Douglas R. May & Matthew T. Luth (2013). The Effectiveness of Ethics Education: A Quasi-Experimental Field Study. Science and Engineering Ethics 19 (2):545-568.
Michelle Harbour & Veronika Kisfalvi (2014). In the Eye of the Beholder: An Exploration of Managerial Courage. Journal of Business Ethics 119 (4):493-515.
Catherine Marsh (2013). Business Executives' Perceptions of Ethical Leadership and Its Development. Journal of Business Ethics 114 (3):565-582.
Douglas R. May, Matthew T. Luth & Catherine E. Schwoerer (2013). The Influence of Business Ethics Education on Moral Efficacy, Moral Meaningfulness, and Moral Courage: A Quasi-Experimental Study. Journal of Business Ethics:1-14.
Dirk van Dierendonck & Kathleen Patterson (forthcoming). Compassionate Love as a Cornerstone of Servant Leadership: An Integration of Previous Theorizing and Research. Journal of Business Ethics.
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