Business Ethics Quarterly 21 (4):555-578 (2011)

Abstract
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
Keywords Applied Philosophy  Business and Professional Ethics  Social Science
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ISBN(s) 1052-150X
DOI 10.5840/beq201121436
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References found in this work BETA

Moral Courage in the Workplace: Moving to and From the Desire and Decision to Act.Leslie E. Sekerka & Richard P. Bagozzi - 2007 - Business Ethics, the Environment and Responsibility 16 (2):132–149.

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Citations of this work BETA

Authenticity and Corporate Governance.Erica Steckler & Cynthia Clark - 2019 - Journal of Business Ethics 155 (4):951-963.

View all 38 citations / Add more citations

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