Skip to main content
SpringerLink
Log in
Book cover

Prosocial Leadership pp 97–116Cite as

Palgrave Macmillan

Stage One: Antecedent Awareness and Empathic Concern

  • Chapter
  • First Online:

  • 764 Accesses

Abstract

This chapter provides the reader with a description of the steps in stage one of the prosocial leadership development process. Specifically, this chapter reviews the components of stage one, then discusses the development process and the nature of the relationship between steps in stage one. The chapter then defines each of the four steps in this stage: self-awareness/antecedents, emotional awareness, empathy and intrapersonal goals. A discussion also describes the function of the two foundational elements that remain consistent throughout the process: the projected representative and integration. The chapter resolves with a short discussion of and reflection on the critical components of stage one.

This is a preview of subscription content, log in via an institution.

Chapter
USD   29.95
Price excludes VAT (USA)
  • Available as PDF
  • Read on any device
  • Instant download
  • Own it forever
eBook
USD   59.99
Price excludes VAT (USA)
  • Available as EPUB and PDF
  • Read on any device
  • Instant download
  • Own it forever
Softcover Book
USD   79.99
Price excludes VAT (USA)
  • Compact, lightweight edition
  • Dispatched in 3 to 5 business days
  • Free shipping worldwide - see info
Hardcover Book
USD   119.99
Price excludes VAT (USA)
  • Durable hardcover edition
  • Dispatched in 3 to 5 business days
  • Free shipping worldwide - see info

Tax calculation will be finalised at checkout

Purchases are for personal use only

Learn about institutional subscriptions

Notes

  1. 1.

    It should be noted that influence was not determined at this stage of the development process. Individuals were identified as those with influence, and influence was not able to be determined until stage three.

References

  • AfDBGroup. (2014, May 22). High level event II – Leadership for the Africa we want – Kigali, Wednesday 22 May 2015 [Video File]. Retrived from https://www.youtube.com/watch?v=zbGZaykJ5iU

  • Ashforth, B. E., & Mael, F. (1989). Social identity theory and the organization. Academy of Management Review, 14, 20–39.

    Google Scholar 

  • Batson, C. D. (2010). Empathy-induced altruistic motivation. In Prosocial motives, emotions, and behavior: The better angels of our nature (pp. 15–34). Washington, DC: American Psychological Association.

    Google Scholar 

  • Batson, C. D., Polycarpou, M. P., Harmon-Jones, E., Imhoff, H. J., Mitchener, E. C., Bednar, L. L., et al. (1997). Empathy and attitudes: Can feeling for a member of a stigmatized group improve feelings toward the group? Journal of Personality and Social Psychology, 72(1), 105.

    Article  Google Scholar 

  • Beach, L. R., & Mitchell, T. R. (1987). Image theory: Principles, goals, and plans in decision making. Acta Psychologica, 66(3), 201–220.

    Article  Google Scholar 

  • Becker, G. (2013). The competitive edge of moral leadership. In Dimensions of teaching business ethics in Asia. Berlin: Springer Asia.

    Google Scholar 

  • Beirhoff, H. W., Klien, R., & Kramp, P. (1991). Evidence for the altruistic personality from data on accident research. Journal of Personality, 59, 263–280.

    Article  Google Scholar 

  • Belschak, F., & Den Harton, D. (2010). Pro-self, prosocial, and pro-organizational foci of proactive behavior: Differential antecedents and consequences. Journal of Occupational and Organizational Psychology, 83, 475–498.

    Article  Google Scholar 

  • Blasi, A. (1983). Moral cognition and moral action: A theoretical perspective. Developmental Review, 3, 178–210.

    Article  Google Scholar 

  • Campbell, S. M., Ulrich, C. M., & Grady, C. (2016). A broader understanding of moral distress. The American Journal of Bioethics, 16(12), 2–9.

    Article  Google Scholar 

  • Colby, A., & Damon, W. (1992). Some do care: Contemporary lives of moral commitment. New York: Free Press.

    Google Scholar 

  • Collins, M. D., & Jackson, C. J. (2015). A process model of self-regulation and leadership: How attentional resource capacity and negative emotions influence constructive and destructive leadership. The Leadership Quarterly, 26(3), 386–401.

    Article  Google Scholar 

  • Cooper, T. L. (2012). The responsible administrator: An approach to ethics for the administrative role. San Francisco: Wiley.

    Google Scholar 

  • Damasio, A. R. (2003). Looking for Spinoza: Joy, sorrow, and the feeling brain. Round Rock: Houghton Mifflin Harcourt.

    Google Scholar 

  • Day, L. (2005). Ethics in media communications: Cases and controversies. Boston: Cengage Learning.

    Google Scholar 

  • Deci, E. L., & Ryan, R. M. (2000). The “what” and “why” of goal pursuits: Human needs and the self-determination of behavior. Psychological Inquiry, 11(4), 227–268.

    Article  Google Scholar 

  • Eccles, J. S., & Wigfield, A. (2002). Motivational beliefs, values, and goals. Annual Review of Psychology, 53(1), 109–132.

    Article  Google Scholar 

  • Eisenberg, N. (1986). Altruistic emotion, congnition, and behavior. Hillsdale: Erlbaum.

    Google Scholar 

  • Eisenberg, N. (2010). Empathy-related responding: Links with self-regulation, moral judgment, and moral behavior. In M. Mikulincer & P. R. Shaver (Eds.), Prosocial motives, emotions, and behavior: The better angels of our nature (pp. 129–148). Washington, DC: The American Psychological Association.

    Chapter  Google Scholar 

  • Eisenberg, N. (2014). Altruistic emotion, cognition, and behavior (PLE: Emotion). Cambridge: Cambridge University Press.

    Google Scholar 

  • Eisenberg, N., & Spinrad, T. L. (2014). Multidimensionality of prosocial behavior. In Prosocial development: A multidimensional approach (pp. 17–39). Oxford: Oxford University Press.

    Chapter  Google Scholar 

  • Emmons, R. (2003). The psychology of ultimate concerns: Motivation and spirituality in personality. New York: Guilford Press.

    Google Scholar 

  • Farrant, B., Devine, T., Maybery, M., & Fletcher, J. (2012). Empathy, perspective taking and prosocial behavior: The importance of parenting practices. Infant and Child Development, 21, 175–188.

    Article  Google Scholar 

  • Flache, A., & Macy, M. W. (2006). Learning and framing in social exchange. In Solidarity and prosocial behavior (pp. 45–60). Dordrecht: Springer.

    Chapter  Google Scholar 

  • Hamachek, D. (2000). Dynamics of self-understanding and self-knowledge: Acquisition, advantages, and relation to emotional intelligence. The Journal of Humanistic Counseling, 38(4), 230.

    Article  Google Scholar 

  • Hannah, S., Avolio, B., & Walumbwa, F. (2011). Relationships between authentic leadership, moral courage, and ethical and pro-Social behaviors. Business Ethics Quarterly, 21(4), 555–578.

    Article  Google Scholar 

  • Hardy, S. A., & Carlo, G. (2005). Religiosity and prosocial behaviors in adolescence: The mediating role of prosocial values. Journal of Moral Education, 34(2), 231–249.

    Google Scholar 

  • Hogg, M. A., & Terry, D. I. (2000). Social identity and self-categorization processes in organizational contexts. Academy of Management Review, 25, 121–140.

    Google Scholar 

  • Hood, J. N. (2003). The relationship of leadership style and CEO values to ethical practices\organizations. Journal of Business Ethics, 43(4), 263–273.

    Article  Google Scholar 

  • Karniol, R., & Ross, M. (1996). The motivational impact of temporal focus: Thinking about the future and the past. Annual Review of Psychology, 47(1), 593–620.

    Article  Google Scholar 

  • Kidder, R. M. (1995). How good people make tough choices: Resolving the dilemmas of ethical living. New York: Fireside.

    Google Scholar 

  • Kierkegaard, S. (2013). Kierkegaard’s writings, VI: Fear and trembling/repetition (Vol. 6). Princeton: Princeton University Press.

    Google Scholar 

  • Kochanska, G. (1984). Regulatory theory of personality and the development of prosocial behaviors. In Development and maintenance of prosocial behavior (pp. 155–176). Boston: Springer.

    Chapter  Google Scholar 

  • Kohlberg, L. (1973). The claim to moral adequacy of a highest stage of moral judgment. The Journal of Philosophy, 630–646.

    Google Scholar 

  • Komives, S. R., & Wagner, W. (2009). Leadership for a better world: Understanding the social change model of leadership development. Hoboken: John Wiley & Sons.

    Google Scholar 

  • Lapsley, D. K., & Narvaez, D. (Eds.). (2004). Moral development, self and identity. Mahwah: Erlbaum.

    Google Scholar 

  • Lindenberg, S., Fetchenhauer, D., Flache, A., & Buunk, B. (2006). Solidarity and prosocial behavior: A framing approach. In Solidarity and prosocial behavior (pp. 3–19). New York: Springer.

    Chapter  Google Scholar 

  • Lord, R. G., & Brown, D. J. (2003). Leadership processes and follower self-identity. New York: Psychology Press.

    Google Scholar 

  • Luthans, F., & Avolio, B. J. (2003). Authentic leadership: A positive development approach. Positive organizational behavior (pp. 241–258). San Francisco: Berrett-Koehler.

    Google Scholar 

  • Marsh, C. (2013). Business executives’ perceptions of ethical leadership and its development. Journal of Business Ethics, 114(3), 565–582.

    Article  Google Scholar 

  • McNulty, S. E., & Swann, W. B., Jr. (1994). Identity negotiation in roommate relationships: The self as architect and consequence of social reality. Journal of Personality and Social Psychology, 67(6), 1012.

    Article  Google Scholar 

  • Munusamy, V., Ruderman, M., & Eckert, R. (2010). Leader development and social identity. In E. Velsor, C. McCauley, & M. Ruderman (Eds.), The center for creative leadership: Handpaper of leadership development. San Francisco: Jossey Bass Publishers.

    Google Scholar 

  • Niven, K., Totterdell, P., & Holman, D. (2009). A classification of controlled interpersonal affect regulation strategies. Emotion, 9(4), 498.

    Article  Google Scholar 

  • Nucci, L. (2004). Reflections on the moral self construct. In D. K. Lapsley & D. Narvaez (Eds.), Moral development, self, and identity (pp. 111–132). Mahwah: Erlbaum.

    Google Scholar 

  • Paciello, M., Fida, R., Cerniglia, L., Tramontano, C., & Cole, E. (2013). High cost helping scenario: The role of empathy, prosocial reasoning and moral disengagement on helping behavior. Personality and Individual Differences, 55(1), 3–7.

    Article  Google Scholar 

  • Price, T. L. (2003). The ethics of authentic transformational leadership. The Leadership Quarterly, 14(1), 67–81.

    Article  Google Scholar 

  • Rogers, C. R. (1959). A theory of therapy, personality, and interpersonal relationships: As developed in the clientcentered framework (Vol. 3, pp. 184–256). New York: McGraw-Hill

    Google Scholar 

  • Rokeach, M. (1973). The nature of human values. New York: Free Press.

    Google Scholar 

  • Ruedy, N. E., & Schweitzer, M. E. (2010). In the moment: The effect of mindfulness on ethical decision making. Journal of Business Ethics, 95(1), 73–87.

    Article  Google Scholar 

  • Scherer, K. R., Shorr, A., & Johnstone, T. (Eds.). (2001). Appraisal processes in emotion: Theory, methods, research. Canary: Oxford University Press.

    Google Scholar 

  • Schwartz, S. (1994). Are there universal aspects in the structure and contents of human values? Journal of Social Issues, 50(4), 19–45.

    Article  Google Scholar 

  • Storsletten, V. M., & Jakobsen, O. D. (2015). Development of leadership theory in the perspective of Kierkegaard’s philosophy. Journal of Business Ethics, 128(2), 337–349.

    Article  Google Scholar 

  • Tichy, N. M., & Cohen, E. (1997). The leadership engine. New York: HarperCollins.

    Google Scholar 

  • Thompson, R. A. (1994). Emotion regulation: A theme in search of definition. Monographs of the Society for Research in Child Development, 59(2–3), 25–52.

    Article  Google Scholar 

  • Walker, L. J. (2004). Gus in the gap: Bridging the judgment-action gap in moral functioning. In D. K. Lapsley & D. Narvaez (Eds.), Moral development, self and identity (pp. 341–368). New York: Psychology Press.

    Google Scholar 

  • Walumbwa, F. O., Hartnell, C. A., & Oke, A. (2010). Servant leadership, procedural justice climate, service climate, employee attitudes, and organizational citizenship behavior: A cross-level investigation. Journal of Applied Psychology, 95(3), 517.

    Article  Google Scholar 

  • Weaver, G. R., & Agle, B. R. (2002). Religious and ethical behavior in organizations: A symbolic interactionist perspective. Academy of Management Review, 27, 77–97.

    Google Scholar 

  • Wheatley, M. (1993). Leadership and the new science: Discovering order in a chaotic world. San Francisco: Berrett-Koehler Publishers.

    Google Scholar 

  • Yap, A., & Tong, E. M. W. (2009). The appraisal rebound effect: Cognitive appraisals on the rebound. Personality and Social Psychology Bulletin, 35(9), 1208–1219.

    Article  Google Scholar 

Download references

Author information

Authors and Affiliations

  1. Houston Baptist University, Houston, USA

    Timothy Ewest

Authors
  1. Timothy Ewest
    View author publications

    You can also search for this author in PubMed Google Scholar

Copyright information

© 2018 The Author(s)

About this chapter

Cite this chapter

Ewest, T. (2018). Stage One: Antecedent Awareness and Empathic Concern. In: Prosocial Leadership. Palgrave Macmillan, New York. https://doi.org/10.1057/978-1-137-57808-2_6

Download citation

Publish with us

Policies and ethics

Search

Navigation