The western-based leadership and ethics literatures were reviewed to identify the key characteristics that conceptually define what it means to be an ethical leader. Data from the Global Leadership and Organizational Effectiveness (GLOBE) project were then used to analyze the degree to which four aspects of ethical leadership – Character/Integrity, Altruism, Collective Motivation, and Encouragement – were endorsed as important for effective leadership across cultures. First, using multi-group confirmatory factor analyses measurement equivalence of the ethical leadership scales was found, which (...) provides indication that the four dimensions have similar meaning across cultures. Then, using analysis of variance (ANOVA) tests each of the four dimensions were found to be universally endorsed as important for effective leadership. However, cultures also varied significantly in the degree of endorsement for each dimension. In the increasingly global business environment, these findings have implications for organizations implementing ethics programs across cultures and preparing leaders for expatriate assignments. (shrink)

This study examines a moderated/mediated model of ethical leadership on follower job satisfaction and affective organizational commitment. We proposed that managers have the potential to be agents of virtue or vice within organizations. Specifically, through ethical leadership behavior we argued that managers can virtuously influence perceptions of ethical climate, which in turn will positively impact organizational members’ flourishing as measured by job satisfaction and affective commitment to the organization. We also hypothesized that perceptions of interactional justice would moderate the ethical (...) leadership-to-climate relationship. Our results indicate that ethical leadership has both a direct and indirect influence on follower job satisfaction and affective commitment. The indirect effect of ethical leadership involves shaping perceptions of ethical climate, which in turn, engender greater job satisfaction and affective organizational commitment. Furthermore, when interactional justice is perceived to be high, this strengthens the ethical leadership-to-climate relationship. (shrink)

Moral outrage is a response to the behavior of others, never one's own. It is a response to infringements or transgressions on what people perceive to be the immunities they, or others with whom they identify, can expect on the basis of their rights and privileges and what they understand to be their reasonable expectations regarding the behavior of others. A person's culturally defined social identities and the rights and privileges that go with them in relationships to which those identities (...) can be party make up the contents of that person's social persona and also constitute that person's social territory. Infringements of rights and privileges in the social and symbolic worlds in which humans live are the equivalent of encroachments on territory among animals, and moral outrage can be understood as the human expression of what we perceive as territorial behavior in animals. As emotion, outrage is affected by such clinical processes as displacement, rationalization, projection, and reaction formation. Outrage has an essential role in the maintenance of viable social groups, but it also exacerbates conflict among people who perceive one another as “others.”. (shrink)

Findings and theories in cognitive science have been increasingly important in many areas of philosophy, especially philosophy of mind, epistemology, and philosophy of language. The time is ripe to examine its potential applications to moral theory as well. This article does not aspire to a comprehensive treatment of the subject. It merely aims to illustrate the ways in which research in cognitive science can bear on the concerns of moral philosophers. For present purposes the label 'cognitive science' is used fairly (...) broadly, encompassing, for example, the study of emotion or "hot" cognition as well as "cold" cognition. (shrink)

Taboo trade-offs violate deeply held normative intuitions about the integrity, even sanctity, of certain relationships and the moral-political values underlying those relationships. For instance, if asked to estimate the monetary worth of one's children, of one's loyalty to one's country, or of acts of friendship, people find the questions more than merely confusing or cognitively intractable: they find such questions themselves morally offensive. This article draws on Fiske's relational theory and Tetlock's value pluralism model: to identify the conditions under which (...) people are likely to treat trade-offs as taboo; to describe how people collectively deal with trade-offs that become problematic; to specify the conceptual components of moral outrage and the factors that affect the intensity of reactions to various explicit trade-offs; to explore the various strategies that decision-makers—required by resource scarcity and institutional roles to confront taboo trade-offs—use to deflect the wrath of censorious observers; to offer a method of dispute resolution based on pluralism. (shrink)

This paper defends a cognitive theory of those emotional reactions which motivate and constrain moral judgment. On this theory, moral emotions result from mental faculties specialized for automatically producing feelings of approval or disapproval in response to mental representations of various social situations and actions. These faculties are modules in Fodor's sense, since they are informationally encapsulated, specialized, and contain innate information about social situations. The paper also tries to shed light on which moral modules there are, which of these (...) modules we share with non-human primates, and on the (pre-)history and development of this modular system from pre-humans through gatherer-hunters and on to modern (i.e. arablist) humans. The theory is not, however, meant to explain all moral reasoning. It is plausible that a non-modular intelligence at least sometimes play a role in conscious moral thought. However, even non-modular moral reasoning is initiated and constrained by moral emotions having modular sources. (shrink)

This book broadens the range of theoretically informed empirical research on business ethics (using data from major American corporations) and addresses the underlying questions about business ethics scholarship. It culminates a decade’s work by the authors—individually, jointly, and with others. The first part of the book addresses the major theoretical questions involved in doing empirical research about normative issues. It addresses the boundaries—methodological, conceptual, and institutional—that too easily separate philosophical and social scientific approaches to business ethics and reviews various ways (...) in which those approaches can be brought close together to benefit research and practice. The second part of the book describes and explains the increasing institutionalization of formal systems designed to manage ethics in organizations. It reviews the state of the art initiatives to foster ethical business conduct and also looks at the relative roles of executives and external policies (e.g., government regulations) in creating meaningful ethical initiatives. In the third part, the focus shifts to individual ethical behavior and how organizations influence it, describing in detail some of the outcomes of organizational ethics initiatives. It also looks at successes, failures, and new prospects in the effort to identify and explain the multiple factors that influence individual ethical behavior. (shrink)