Abstract
Leaders are seen to embody the vision and goals of the organization, by their subordinates as well as outsiders. The key issues addressed in this chapter indicate how leaders – who define the tone at the top – set the standard for moral behavior in organizations. Unfortunately, it is not easy to specify the characteristics of a moral leader: many great leaders have done praiseworthy as well as shameful things. Situational factors can invite neglect of moral concerns, even for leaders with a strong moral identity. Our analysis highlights the impact of social contexts and organizational identities on displays of ethical leadership. We show how common organizational practices that set leaders apart from their subordinates can introduce a range of moral hazards. Placing leaders on a pedestal conveys a sense of entitlement causing them to devalue concerns that detract from their own achievements. Assigning leaders control over others makes them less mindful of the needs of followers. Inducing fear of losing their privileged position causes leaders to justify their own decisions, while resisting input from others. The research reviewed in this chapter points to solutions organizations can adopt. Avoiding conditions that invite moral disengagement, moral exclusion, and moral justification reduces the emergence of unethical behavior among leaders and their followers. Building a shared identity defined by trust, loyalty, and responsibility among people working at different levels in the organization points the way towards moral leadership.
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Ellemers, N., de Gilder, D. (2022). Moral Leadership. In: The Moral Organization. Springer, Cham. https://doi.org/10.1007/978-3-030-84175-1_3
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