Drawing on early work on ethical leadership, we argue that when leaders engage in leader moral hypocrisy (i.e., ethical promotion without ethical demonstration), followers can experience psychological reactance—a negative response to a perceived restriction of freedom—which can have negative downstream consequences. In a survey of employee–manager dyads (study 1), we demonstrate that leader moral hypocrisy is positively associated with follower psychological reactance, which increases follower deviance. In two subsequent laboratory experiments, we find similar patterns (...) of results (study 2) and explore potential alternative mechanisms (study 3). We demonstrate in a final experiment with working adults that the relationship between leader moral hypocrisy and psychological reactance is partly explained by increased perceptions of a leader’s use of power (study 4). We discuss the implications of our findings and advocate for further understanding of the risks associated with psychological reactance in response to leaders and other workplace situations. (shrink)

This paper makes the case for a revision of contemporary forms of political realism in political theory. I argue that contemporary realists have gone awry in increasingly centring their approach around a metaethical claim: that political theory should be rooted in a political form of normativity that is distinct from moral normativity. Several critics of realism have argued that this claim is unconvincing. But I suggest that it is also a counterintuitive starting point for realism, and one unnecessary to (...) avoid the ‘applied morality’ approach to political theory that realists oppose. Instead, realism should be methodologically orientated around what I term ‘empirically constitutive political realities’ - enduring features of real political contexts that are systematically consequential in their normative implications. Realists can persuasively argue that such empirically constitutive political realities must be attended to in political theory-building, and not merely treated as a context in which independently formulated moral theories are simply applied. This framing of realism accords real politics a genuinely foundational theoretical role, but without requiring any contentious metaethical stance about a non-moral political normativity. I explain some methodological implications that follow for realism – in particular the need to prioritise empirically grounded theorisation of real political contexts over abstract and rather essentialist claims about ‘the political’. I also argue that such a framing of realism helps engender a more accurate, less divisive, and more pluralist conception of methodological debates within political theory. (shrink)

A slew of recent political theorists—many taking their cue from the political writings of Bernard Williams—have recently contended that political normativity is its own kind of normativity, distinct from moral normativity. In this article, we first attempt to clarify what this claim amounts to and then reconstruct and interrogate five major arguments for it. We contend that all these arguments are unconvincing and fail to establish a sense in which political normativity is genuinely separate from morality.

ABSTRACT Ethical leaders can influence followers’ ethical behaviors by establishing an ethical climate. However, followers’ responses to an ethical climate may also differ according to the amount of attention they devote to moral questions. This study analyzes whether moral attentiveness augments the positive effect of an ethical climate on employees’ ethical behaviors, as well as the indirect effect of ethical leadership on employee ethical behavior through an ethical climate. Data from 270 employees in the Malaysian manufacturing industry indicate (...) that the positive impact of an ethical climate on ethical behavior is greater among employees who exhibit high rather than low moral attentiveness; this moderating role also applies to the relationship between ethical leadership and employee ethical behavior through the ethical climate. This study thus sheds new light on the notable role of moral attentiveness in ensuring that ethical leadership and ethical climate enhance ethical behavior in the workplace. (shrink)

University students will be our future business leaders, and will have to address social problems caused by business by implementing solutions such as social entrepreneurship ventures. In order to facilitate the learning process that will foster social entrepreneurship, however, a more holistic pedagogy is needed. Based on learning theory, we propose that students’ social entrepreneurship actions will depend on their learning about CSR and their absorptive capacity. We propose that instructors and higher education institutions can enhance this absorptive capacity by (...) exploiting Web 2.0 technologies. We tested our proposition with a sample of 425 university students using structural equation modeling and found support for the proposed relationships. (shrink)

This article analyzes the rise of contemporary neo-macho discourse in South Korea and its dissemination on online platforms of great accessibility for Korean and Asian youth in general. More specifically, it focuses on the discourse of the leader of 신 남성연대 in a long 40-minute interview published on one of the most impactful YouTube channels for Asian youth. In 2021, their demands focused, among other issues, on the need to end the Ministry of Gender Equality and Family of South (...) Korea, a struggle that was reflected in the electoral campaign of the candidates for the presidency in 2022, even reaching the political position of the progressive candidate who was also against said Ministry, despite having been conceived by his own party and having operated for five years. (shrink)

The political discourse of Rafael Caldera and Carlos Andrés Pérez is here analyzed. Thess leaders share features in exercising power as presidents of Venezuela, and in their being members of the traditional political parties that ruled the country in the second half of the XXth century. A crit..

본 논문의 목표는 뱃선(Daniel C. Batson)이 ‘과제 배당 실험’(Task Assignment Experiment)을 통해 제기한 도덕적 자기충실성(moral integrity)과 도덕적 위선(moral hypocrisy)에 관한 주장이 가진 문제점을 드러내는 것이다. 이 목적을 달성하기 위해 우선 뱃선이 행한 실험에 대해 필요한 만큼 자세하게 설명하고 그 실험 결과를 통해 뱃선이 주장하는 바에 대해 설명한다. 그런 다음에 뱃선이 가진 주장의 문제점을 제시한다. 우선 실험 분석을 통해 뱃선이 제시한 도덕적 위선의 비율이 사실상 그렇게 높지 않다는 것을 지적한다. 또한 도덕적 위선을 보였다고 주장되어지는 실험참가자들의 행동이 실은 자신의 (...) 거짓말을 끝까지 숨기려는 의도에서 비롯되었을 수도 있다고 주장한다. 그런 다음에 덕을 가지는 것을 판단할 때 발생할 수 있는 모호함을 지적해 뱃선의 실험 결과들이 사실상 덕개념이 유용하지 않다는 것을 보여주기에는 부족하다는 것을 지적한다. 또한 뱃선이 하는 방식으로 도덕적 자기충실성을 정의하면, 도덕적 자기충실성을 가지는 것이 상당히 높은 상태의 성취가 되어 버림으로써 보통 사람들이 이루기 힘든 상태가 될 수 있다는 것을 주장한다. 또한 도덕적 위선에 자기기만이 개입되었다는 것을 보이기 위해 시행된 ‘거울 과제 배정 실험’은 사실상 인간이 약간의 반성적 활동을 통해 덕스러운 행위를 할 수 있는 존재임을 드러내는 기반이 될 수 있음을 주장한다. (shrink)

According to some, contemporary social psychology is aptly described as a study in moral hypocrisy. In this paper we argue that this is unfortunate when understood as establishing that we only care about appearing to act morally, not about true moral action. A philosophically more interesting interpretation of the “moral hypocrisy”-findings understands it to establish that we care so much about morality that it might lead to self-deception about the moral nature of our motives (...) and/or misperceptions regarding what we should or should not do in everyday or experimental situations. In this paper we argue for this claim by elaborating on a fascinating series of experiments by Daniel Batson and his colleagues who have consistently contributed to the moral hypocrisy findings since the late nineties, and showing in what way they contribute to a better understanding of moral agency, rather than undermine the idea that we are moral agents. (shrink)

In his detailed and comprehensive analysis, Brian D. Earp shows clearly that prevailing discourses on female genital cutting have sought to quarantine the practice from male genital cutting, and further demonstrates that none of the various features that are supposed to fully distinguish one set of procedures from the other can logically hold water. The fundamental problem seems to be that the voluntary and official bodies campaigning against FGC, and especially the United Nations and the World Health Organization, show unjustified (...) discrimination and hence inconsistency with respect to gender and culture, but fail to make justified and morally relevant discriminations with respect to age... (shrink)

The term ‘hypocrisy’ is said to derive from the Greek words ‘hupokrasis’ and ‘hupokrinesthai’, the former meaning ‘acting a part’, and the latter meaning ‘to act on a stage’. The element of play-acting reflects how the phenomenon of moral hypocrisy is commonly understood within philosophy. According to one long-standing tradition, hypocrites are those who advocate moral principles that do not reflect their underlying commitments, and who do so in order to mislead or manipulate others. A second (...) tradition parts ways from the long-standing association between hypocrisy and pretence, however, and understands hypocrisy primarily in terms of exception-seeking. The latter family of views takes hypocrites to be those who apply moral standards to others that they do not apply to themselves. The different elements of hypocrisy that each tradition emphasises is a testament to the multifaceted nature of the phenomenon, whose complexity raises a host of philosophical questions. Among those questions that have attracted the attention of philosophers are whether hypocrisy must be intentional, what explains its moral undesirability, and whether it is always criticisable. (shrink)

Moral hypocrisy is motivation to appear moral yet, if possible, avoid the cost of actually being moral. In business, moral hypocrisy allows one to engender trust, solve the commitment problem, and still relentlessly pursue personal gain. Indicating the power of this motive, research has provided clear and consistent evidence that, given the opportunity, many people act to appear fair (e.g., they flip a coin to distribute resources between themselves and another person) without actually being (...) fair (they accept the flip only if it favors themselves). New evidence also indicates the power of moral hypocrisy in a situation more obviously relevant to business, resource allocation when one party has information about relative resource value that the other does not. Characteristics of modern business situations likely to encourage moral hypocrisy are outlined. We conclude that moral hypocrisy is not only a pragmatic virtue in modern business but is also fast becoming a prescriptive one. (shrink)

Through a witty and engaging style, this book is for anyone who has a job (employees, managers, and leaders), and who wants to do the right thing, but aren't always sure what that means, how to go about it, or how to withstand the forces that push all of us away from being ethical. By poking fun at the ironies and hypocrisies of human behavior, Exercising Your Ethics prompts readers to leverage techniques that can help us become more deliberate about (...) choosing value-driven actions. In a world that seems to reward winning, regardless of how it is achieved, we need a clearer reason for wanting to be and become our best selves. This approach to business ethics is innovative, fresh, and evocative in that the serious subject is treated in an informal and adventurous manner, poking fun at the ironies and hypocrisies of human behavior. Readers will see how our race to achieve quarterly profits, combined with a self-indulgent consumption-based economy, has shaped our entire lives. Readers will delight in the book's humor, as the ironies of human interaction prompt introspection to consider how to better equip oneself with the knowledge, tools, and techniques to engage in and support others in the path to moral action at work. Bringing Ethics to Work explains business ethics in a way that is engaging, understandable and enables the reader to recognise behaviors in themselves and others. It is ideal for adult education (students in undergraduate, Masters, or professional degree programs) and training within organizational settings (employees, management, and future leaders). HR professionals, team leaders, professional coaches, and organizational ethics trainers will find the book particularly insightful and useful. (shrink)

We re-examine the construct of Moral Hypocrisy from the perspective of normative self-interest. Arguing that some degree of self-interest is culturally acceptable and indeed expected, we postulate that a pattern of behavior is more indicative of moral hypocrisy than a single action. Contrary to previous findings, our results indicate that a significant majority of subjects exhibited fair behavior, and that ideals of caring and fairness, when measured in context of the scenario, were predictive of those behaviors. (...) Moreover, measures of Individualism/Collectivism appear more predictive of self-interested behavior than out-of-context responses to moral ideals. Implications for research and practice are discussed. (shrink)

This study examined how leaders’ moral competence is linked to employees’ task performance and organizational citizenship behaviors. Based on a sample of 102 employee–supervisor pairs from seven organizations in South Korea, the results of this study revealed that leaders’ moral competence was positively associated with employees’ task performance and organizational citizenship behaviors toward leaders (OCBS). As expected, employees’ psychological empowerment partially mediated the relationship between leaders’ moral competence and employees’ task performance and OCBS. Furthermore, person–supervisor fit (PS (...) fit) moderated the relationship between leaders’ moral competence and employees’ psychological empowerment such that the relationships became stronger for individuals higher rather than lower in PS fit. (shrink)

We re-examine the construct of Moral Hypocrisy from the perspective of normative self-interest. Arguing that some degree of self-interest is culturally acceptable and indeed expected, we postulate that a pattern of behavior is more indicative of moral hypocrisy than a single action. Contrary to previous findings, our results indicate that a significant majority of subjects (N = 136) exhibited fair behavior, and that ideals of caring and fairness, when measured in context of the scenario, were predictive (...) of those behaviors. Moreover, measures of Individualism/Collectivism appear more predictive of self-interested behavior than out-of-context responses to moral ideals. Implications for research and practice are discussed. (shrink)

Moral hypocrisy (MH) occurs when people fail to practice what they preach. Despite the prevalence of the effect of social identity on an individual’s MH, few empirical studies have explored contextual factors that may help reduce MH. By conducting two experiments based on the research paradigm of real stranger presence, we examined how in-group and out-group strangers’ presence and moral behavior may contribute to reducing MH. The results of experiment 1 demonstrated that compared with the presence of (...) out-group strangers, the presence of in-group stranger could effectively inhibit MH (no significant difference between participants reported and actual donation proportions was obtained). The results of experiment 2 replicated and extended the results of experiment 1, first by showing that the presence of in-group strangers could effectively inhibit MH and then by revealing the influence of present strangers’ behavior (moral or hypocritical) on MH. The results indicated that strangers’ moral behavior could effectively eliminate participants’ MH, especially in the presence of in-group strangers. However, when present strangers exhibited hypocritical behavior, they exhibited no effect on participants’ MH, irrespective of the condition of in-group and out-group strangers. The current study provides empirical support for theories related to MH and moral decision making and contributes to the literature on in-group and out-group effects on MH and decision making. (shrink)

“Female Genital Mutilation” or FGM—the terminology is extremely contentious1—is sometimes held up as a counterexample to moral relativism.2 Those who advance this line of thought suggest that such mutilation is so harmful in terms of its physical and emotional consequences, as well as so problematic in terms of its sexist or oppressive implications, that it provides sufficient, rational grounds for the assertion of a universal moral claim—namely, that all forms of FGM are wrong, regardless of the cultural context. (...) Prominent philosophers who have argued for this position, or one reasonably close to it, include Martha... (shrink)

Constructive deviance, rule-breaking to benefit the organization, is an emerging topic in the scholarly research and is considered to be an ethical decision. Despite the value of guiding constructive deviance in organizations, the effect of ethics-oriented leadership on employees’ constructive deviance remains unclear. This research identifies leader moral humility as a new antecedent of constructive deviance and examines how and when leader moral humility influences employee constructive deviance. Drawing on social–cognitive theory, we propose that leader (...) moral humility fosters employee moral identity, which in turn triggers employees to exhibit constructive deviance. Moreover, the mediating effect of moral identity is more pronounced when normative conflict with organizational rules is high, as this conflict inspires identity-driven behavior. Two studies with scenario-based experimental and time-lagged field methods provided general support for our hypotheses. Study 1 reveals that leader moral humility positively affects constructive deviance via employee moral identity. Study 2 replicates and extends Study 1 to support the moderating role of normative conflict. These findings enrich the understanding of constructive deviance by shedding light on the moral cognitive process in the relationship between leader moral humility and employee constructive deviance and by identifying the boundary condition for the relationship. (shrink)

This qualitative study explores how business leaders narrate their personal ways of recognizing, reasoning, and resolving moral conflicts and what these stories reveal about their moral identity processes within organizational contexts. Based on interviews with 25 business leaders, 4 moral identity statuses were identified: achievement, moratorium, foreclosure, and diffusion. The moral identity statuses were based on how leaders approached and interpreted moral conflicts and what the influence of the organizational context was in their moral (...) decision-making processes. Some remained steadfast in adhering to their previous value commitments, while others tried to avoid taking any clear moral standpoint. Still others experienced moral conflicts as disequilibrating events that triggered reflective processes and developmental cycles of moral identity change. These moral identity statuses hold implications for facilitating moral identity development among business leaders in the context of work. (shrink)

Corruption devours profits, people, and the planet. Ethical leaders promote ethical behaviors. We develop a first-stage moderated mediation theoretical model, explore the intricate relationships between ethical leadership and employee ethical behaviors, and treat ethical climate and organizational justice as dual mediators and leaders’ moral attentiveness as a moderator. We investigate leadership from two perspectives—leaders’ self-evaluation of moral attentiveness and members’ perceptions of ethical leadership. We theorize: These dual mediation mechanisms are more robust for high moral leaders than (...) low moral leaders. Our three-wave data collected from multiple sources, 236 members and 98 immediate supervisors in the Republic of Iraq, support our theory. Specifically, ethical leadership robustly impacts organizational justice’s intensity and magnitude, leading to high employee ethical behaviors when leaders’ moral attentiveness is high than low. However, ethical leadership only influences the ethical climate’s intensity but has no impact on the magnitude when leaders’ moral attentiveness is high than low. Therefore, organizational justice is a more robust mediator than the ethical climate in the omnibus context of leader moral attentiveness. Our findings support Western theory and constructs, demonstrating a new theory for Muslims in Arabic’s emerging markets. Individual decision-makers apply their values as a lens to frame their concerns in the immediate and omnibus contexts to maximize their expected utility and ultimate serenity-happiness. Ethical leadership trickles down to employee ethical behaviors, providing practical implications for improving the ethical environment, corporate social responsibility, leader-member exchange, business ethics, and economic potentials in the global competitive markets. (shrink)

Humans have evolved various social behaviors such as interpersonal motor synchrony, play and sport or religious ritual that bolster group cohesion and facilitate cooperation. While important for small communities, the face-to-face nature of such technologies makes them infeasible in large-scale societies where risky cooperation between anonymous individuals must be enforced through moral judgment and, ultimately, altruistic punishment. However, the unbiased applicability of group norms is often jeopardized by moral hypocrisy, i.e., the application of moral norms in (...) favor of closer subgroup members such as key socioeconomic partners and kin. We investigated whether social behaviors that facilitate close ties between people also promote moral hypocrisy that may hamper large-scale group functioning. We recruited 129 student subjects that either interacted with a confederate in the high synchrony or low synchrony conditions or performed movements alone. Subsequently, participants judged a moral transgression committed by the confederate toward another anonymous student. The results showed that highly synchronized participants judged the confederate’s transgression less harshly than the participants in the other two conditions and that this effect was mediated by the perception of group unity with the confederate. We argue that for synchrony to amplify group identity in large-scale societies, it needs to be properly integrated with morally compelling group symbols that accentuate the group’s overarching identity. Without such contextualization, synchrony may create bonded subgroups that amplify local preferences rather than impartial and wide application of moral norms. (shrink)

AbstractWhat explains followers’ attraction to tyrannical leaders? They systematically coerce, belittle, and manipulate, often at the expense of subordinates’ mental and physical well-being and their organization’s long-term interests. To help address the question, we examine the tendencies of people who view the tyrannical leader prototype (characterized by domineering, pushy, manipulative, loud, conceited, and selfish traits) as a component of effective leadership (Epitropaki and Martin in J Appl Psychol 89:293–310, 2004; Foti et al. in Leadersh Q 23:702–717, 2012). Specifically, we (...) apply moral and evolutionary psychology to propose and empirically test a mediation model in which belief in a dangerous world (Altemeyer in Enemies of freedom: understanding right-wing authoritarianism. Jossey-Bass, San Francisco, 1988) links positively with endorsement of the tyrannical leader traits, as mediated through the binding components (loyalty, authority, and sanctity) of moral foundations theory (Graham et al. J Pers Soc Psychol 101:366–385, 2011). Regarding gender, our model proposes that the link between the binding foundations and tyrannical leadership endorsement is stronger among males than females. Our overall model was supported across two independent samples of working adults; we also anticipated and found a direct negative association between the individualizing moral foundations (care and harm) and endorsement of the tyrannical prototype. These findings provide insights into the circumstances under which tyrannical traits are viewed as part of effective leadership. (shrink)

This paper explores the impact of ethical philosophies on developing an authentic leader’s internalized moral perspective. It builds on prior research on moral identity, proposing that ethical philosophies such as deontology, rule utilitarianism, and virtue can be internalized over time to form an authentic leader’s internalized moral identity. The paper argues that while virtues and altruism are discussed in the authentic leadership literature, the relevance of other ethical philosophies to authentic leadership has been largely overlooked. (...) These ethical philosophies embedded in business settings can be internalized and become integral to the content of a leader’s moral identity rather than merely being lenses for moral reasoning. Authentic leaders’ moral identities regulate their moral motivation and actions. In addition, the paper posits that internalized ethical philosophies can be activated by triggering events or changing the domain of moral issues. Authentic leaders with highly internalized moral identities are also encouraged to be morally modest, reflecting on different ethical philosophies when facing new challenges and internalizing them as needed while staying committed to their virtue-centric moral identity. This interdisciplinary paper proposes a framework and presents theoretical propositions to further understand the role of ethical philosophies in shaping an authentic leader’s internalized moral perspective. (shrink)

The word 'hypocrisy' has its root in the classical Greek verb 'hupokrinesthai', 'to answer'. In Attic Greek, the verb could mean 'to speak in dialogue' and hence 'to play a part on the stage'. From here it was a short route to the 'hypokrisia' with which the Pharisees are charge in the Gospel of St. Matthew. Accusations of hypocrisy are surprisingly common in our culture, both at the personal and the political level. Judith Shklar goes so far as (...) to characterise our age as that in which 'hypocrisy...alone is...inexcusable'. But, perhaps equally surprisingly, the nature of hypocrisy is hard to grasp. In this paper, we shall suggest that recent discussion of hypocrisy has foundered through a failure to recognise distinct forms of hypocrisy. We shall outline these different forms, and then consider various views on what they have in common. (shrink)

What are the differences between hypocrisy, change of mind, and weakness of will? Each typically involves a gap between word and deed, yet they do not seem morally equivalent. Moreover, they are intuitively different concepts, even though the conceptual boundaries between them are fuzzy. This paper explores diverse examples, attempting to identify elements which may be distinctive of each concept, with special attention to hypocrisy. It also provides a discussion of the appropriateness of such use of examples in (...) moral philosophy. (shrink)

Hypocrites invite moral opprobrium, and charges of hypocrisy are a significant and widespread feature of our moral lives. Yet it remains unclear what hypocrites have in common, or what is distinctively bad about them. We propose that hypocrites are persons who have undermined their claim to moral authority. Since this self-undermining can occur in a number of ways, our account construes hypocrisy as multiply realizable. As we explain, a person’s moral authority refers to a (...) kind of standing that they occupy within a particular moral community. This status is both socially important and normatively precarious. Hence, moral agents are right to be vigilant when it comes to hypocrisy, and are often justified in their outrage when they detect it. We further argue that our view can preserve what is attractive in rival accounts, while avoiding their associated problems. (shrink)

A good chunk of the recent discussion of hypocrisy concerned the hypocritical “moral address” where, in the simplest case, a person criticises another for $$\phi $$ -ing having engaged in $$\phi $$ -ing himself, and where the critic’s reasons are overtly moral. The debate has conceptual and normative sides to it. We ask both what hypocrisy is, and why it is wrong. In this paper I focus on the conceptual explication of hypocrisy by examining the (...) pragmatic features of the situation where accusations of hypocrisy are made. After rejecting several extant views, I defend the idea that moral criticisms are best understood as moves in an agonistic or hostile conversation, and that charges of hypocrisy are attempts to prevent the hypocrite from gaining an upper hand in a situation of conflict. I finish by linking this idea to frame-theoretic analysis and evolutionary psychology. (shrink)

Several writers have argued that the state lacks the moral standing to hold socially deprived offenders responsible for their crimes because the state would be hypocritical in doing so. Yet the state is not disposed to make an unfair exception of itself for committing the same sorts of crimes as socially deprived offenders, so it is unclear that the state is truly hypocritical. Nevertheless, the state is disposed to inconsistently hold its citizens responsible, blaming or punishing socially deprived offenders (...) more often or more harshly than other offenders, even when the crimes are the same. The state’s stable disposition to inconsistently hold offenders responsible undermines its standing to hold offenders responsible for the same reasons that hypocrisy undermines standing; instead of making an unfair exception of itself, the state makes an unfair exception of others. Strikingly, this means that the state lacks the standing to hold anyone responsible for a crime for which it is unfairly disposed to hold citizens responsible inconsistently, not just socially deprived offenders. Thus, it is even more urgent that the state regain its moral standing by working toward a justice system that holds offenders responsible consistently. (shrink)

Three experiments explored how hypocrisy affects attributions of criminal guilt and the desire to punish hypocritical criminals. Study 1 established that via perceived hypocrisy, a hypocritical criminal was seen as more culpable and was punished more than a non-hypocritical criminal who committed an identical crime. Study 2 expanded on this, showing that negative moral emotions (anger and disgust) mediated the relationships between perceived hypocrisy, criminal guilt, and punishment. Study 3 replicated the emotion finding from Study 2 (...) using new scenarios where group agents were clearly aware of the hypocrisy of their actions, yet acted anyway. Again, perceived hypocrisy worked through moral emotions to affect criminal guilt and punishment. The current studies provide empirical support for theories relating hypocrisy and moral transgressions to moral emotions, also informing the literature on the role of moral emotions in moral reasoning and legal decision making. (shrink)

I explore Mandeville’s account of moral judgement and its implications for the understanding of hypocrisy. According to Mandeville, we have a psychological need to like ourselves sufficiently, so as to carry on with our lives. Because our self-liking necessarily depends on the opinions others form of us, we are extraordinarily sensitive to praise and condemnation. The practice of moral judgement exploits this sensitivity. Hypocrisy is an intrinsic element of this practice.

ABSTRACT:In the expanding field of ethical leadership research, little attention has been paid to the association between ethical leaders’ ethical characteristics and perceived ethical leadership, and, more importantly, the potential influence of ethical leadership on followers’ ethical characteristics. In this study, we tested a theoretical model based upon social cognitive theory to examine leaders’ moral identity and moral attentiveness as antecedents of perceived ethical leadership, and follower moral identity and moral attentiveness as outcomes of ethical leadership. (...) Based upon data from 89 leaders and 460 followers in China, collected at two points in time, we found that leaders’ moral identity and moral attentiveness are associated with follower’s perceptions of ethical leadership. Ethical leadership is, in turn, associated with their followers’ moral identity and moral attentiveness. We found furthermore that ethical leadership mediates the effect of leaders’ moral identity on followers’ moral identity, but not the effect of leaders’ moral attentiveness on followers’ moral attentiveness. We discuss the findings, theoretical contributions, practical implications, and future research. (shrink)

In this article, drawing from a relational perspective, we explore the relationship between moral leadership and employee creativity, treat employee identification with leader and leader–member exchange as two mediators, and develop a new theoretical model of employee creativity. Our data collected from 160 supervisor–subordinate dyads in the People’s Republic of China demonstrate that moral leadership is positively related to both employee identification with leader and LMX. Further, employee identification with leader partially mediates the relationship (...) between moral leadership and LMX. In particular, employee identification with leader greatly enhances LMX which leads to high creativity. Overall, the relationship between moral leadership and employee creativity is mediated by not only employee identification with leader but also LMX. Our findings offer a new theoretical framework for future theory development and testing on creativity as well as practical implications for researchers and managers in business ethics. (shrink)

Many business leaders vigorously and single-mindedly pursue bottom-line outcomes with the hope of producing superior results for themselves and their companies. Our study investigated two drawbacks of such leader bottom-line mentality. First, based on leaders’ power over followers, we hypothesized that leader BLM promotes unethical pro-leader behaviors among followers. Second, based on cognitive dissonance theory, we hypothesized that UPLB, and leader BLM via UPLB, increase turnover intention among employees with a strong moral identity. Data collected (...) from 153 employees of various organizations supported our hypotheses. In particular, leader BLM was positively related to followers’ UPLB. Further, for employees with a stronger moral identity: UPLB was positively related to turnover intention; and leader BLM was related to turnover intention via UPLB. (shrink)

The election of President Donald Trump, through his campaign of race-baiting, sexual harassment, and blatant disregard for human decency, lowered the moral bar of American public discourse. Julius Bailey’s latest book discusses the current state of hypocrisy and mistrust in the American political system, especially as these affect ethnic minorities and low-income groups. In powerful and inspiring prose, Bailey writes with a voice well informed by current events, empirical data, and philosophical observation. Bailey looks at the causes and (...) consequences of this new era and applies his passionate yet astute analysis to issues such as hate speech, gerrymandering, the use of the Confederate flag, and America’s relationship with the gun. _A percentage of the revenue from this book’s sales will be donated to two organizations: The Movement for Black Lives and Color of Change._. (shrink)

Ethics is central to leadership because of the impact leaders have on establishing organizational values and engaging followers to accomplish mutual goals. The ethical concerns of leaders may influence ethical decision-making of their followers. This paper attempts to investigate the relationship between leaders and followers on moral judgment, and make a comparison between China and Taiwan on the leader–follower moral judgment relationship. Data were collected through a questionnaire survey on purchasing professionals in China and Taiwan. The development (...) of moral judgment was measured using the defining issues test. Research findings indicate that followers exhibit higher level of moral judgment while their leaders have higher level of moral judgment. A positive moral judgment relationship exists between leaders and followers. The comparative study between China and Taiwan reveals that Chinese purchasing professionals are more easily influenced by their workplace leaders than their Taiwanese counterparts. Power distance would strengthen the leader–follower moral judgment relationship. The present research makes contributions toward the ethics literature by providing empirical insight into the relationship between leader moral judgment and follower moral judgment. This paper also suggests implications and opportunities for future research. (shrink)

Moral hypocrisy is typically viewed as an ethical accusation: Someone is applying different moral standards to essentially identical cases, dishonestly claiming that one action is acceptable while otherwise equivalent actions are not. We suggest that in some instances the apparent logical inconsistency stems from different evaluations of a weak argument, rather than dishonesty per se. Extending Corner, Hahn, and Oaksford's (2006) analysis of slippery slope arguments, we develop a Bayesian framework in which accusations of hypocrisy depend (...) on inferences of shared category membership between proposed actions and previous standards, based on prior probabilities that inform the strength of competing hypotheses. Across three experiments, we demonstrate that inferences of hypocrisy increase as perceptions of the likelihood of shared category membership between precedent cases and current cases increase, that these inferences follow established principles of category induction, and that the presence of self-serving motives increases inferences of hypocrisy independent of changes in the actions themselves. Taken together, these results demonstrate that Bayesian analyses of weak arguments may have implications for assessing moral reasoning. (shrink)

The Moral Equality Account of Hypocrisy (ME) is a prominent theory of why hypocrites lack moral standing to blame. Hypocrites make exceptions for themselves and thereby implicitly deny moral equality, which is an essential premise of moral standing to blame. ME has recently faced challenges from philosophers who deny that it is the hypocrite’s rejection of moral equality that causes her to lose moral standing to blame. I have distinguished three main challenges which (...) I discuss and rebut in this article: “The Internal Blame and Blame of Fictional Characters Challenge”, which I attribute to Todd ( 2019 ), and “The Hypercrite Challenge” and “The Inegalitarian Norm Challenge”, which are due to Lippert-Rasmussen ( 2021 ). The article begins by offering an account of ME. It fills in a few gaps in the theory, by explaining why it is necessary for a blamer to invoke a special right to blame and by determining the type of right that standing to blame is. It also distinguishes between the question of why hypocrisy is wrong or bad, and the question of why it undermines moral standing to blame. I hold that several theories provide plausible answers to the first question, but only ME has so far given a good answer to the second question. When distinguishing properly between these two questions, we see that ME can respond satisfactorily to the three challenges. (shrink)