Journal of Business Ethics 148 (1):169-182 (2018)

The purpose of this article is to explore a critical paradox related to the expression of moral courage in organizations, which is that although morally courageous acts are aimed at fostering collective growth, vitality, and virtue, their initial result is typically one of collective unease, preoccupation, or lapse, reflected in the social ostracism and censure of the courageous member and message. Therefore, this article addresses the questions of why many organizational groups suffer stagnation or decline rather than growth and vitality following acts of moral courage, and what can be done to ameliorate this outcome. A general system, relational psychodynamic perspective through which organizational group members might receive and respond to acts of moral courage is offered, and seven insights emerging from this perspective for fostering collective growth and vitality following acts of moral courage are provided.
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DOI 10.1007/s10551-016-3014-0
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References found in this work BETA

The Group Mind.Herbert W. Schneider - 1921 - Journal of Philosophy 18 (25):690-697.
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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