David Bourget (Western Ontario)
David Chalmers (ANU, NYU)
Rafael De Clercq
Ezio Di Nucci
Jonathan Jenkins Ichikawa
Jack Alan Reynolds
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Journal of Business Ethics 107 (1):49-64 (2012)
Organizational leaders face environmental challenges and pressures that put them under ethical risk. Navigating this ethical risk is demanding given the dynamics of contemporary organizations. Traditional models of ethical decision-making (EDM) are an inadequate framework for understanding how leaders respond to ethical dilemmas under conditions of uncertainty and equivocality. Sensemaking models more accurately illustrate leader EDM and account for individual, social, and environmental constraints. Using the sensemaking approach as a foundation, previous EDM models are revised and extended to comprise a conceptual model of leader EDM. Moreover, the underlying factors in the model are highlighted—constraints and strategies. Four trainable, compensatory strategies (emotion regulation, self-reflection, forecasting, and information integration) are proposed and described that aid leaders in navigating ethical dilemmas in organizations. Empirical examinations demonstrate that tactical application of the strategies may aid leaders in making sense of complex and ambiguous ethical dilemmas and promote ethical behavior. Compensatory tactics such as these should be central to organizational ethics initiatives at the leader level
|Keywords||Cognitive strategies Ethical behavior Ethical decision-making Leadership Sensemaking|
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Citations of this work BETA
James M. DuBois, John T. Chibnall, Raymond C. Tait, Jillon S. Vander Wal, Kari A. Baldwin, Alison L. Antes & Michael D. Mumford (2016). Professional Decision-Making in Research : The Validity of a New Measure. Science and Engineering Ethics 22 (2):391-416.
Michael D. Mumford, Logan Steele & Logan L. Watts (2015). Evaluating Ethics Education Programs: A Multilevel Approach. Ethics and Behavior 25 (1):37-60.
Lauren N. Harkrider, Alexandra E. MacDougall, Zhanna Bagdasarov, James F. Johnson, Chase E. Thiel, Michael D. Mumford, Shane Connelly & Lynn D. Devenport (2012). Structuring Case-Based Ethics Training: How Comparing Cases and Structured Prompts Influence Training Effectiveness. Ethics and Behavior 23 (3):179-198.
Alexandra E. MacDougall, Lauren N. Harkrider, Zhanna Bagdasarov, James F. Johnson, Chase E. Thiel, Juandre Peacock, Michael D. Mumford, Lynn D. Devenport & Shane Connelly (2014). Examining the Effects of Incremental Case Presentation and Forecasting Outcomes on Case-Based Ethics Instruction. Ethics and Behavior 24 (2):126-150.
Dawn L. Eubanks, Andrew D. Brown & Sierk Ybema (2012). Leadership, Identity, and Ethics. Journal of Business Ethics 107 (1):1-3.
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