In search of the moral manager

1987 ◽  
Vol 30 (2) ◽  
pp. 7-15 ◽  
Author(s):  
Archie B Carroll
Keyword(s):  
Moral Manager

Does Business Ethics Rest on a Mistake?

1999 ◽  
Vol 9 (4) ◽  
pp. 583-591 ◽  
Author(s):  
John R. Boatright
Keyword(s):  
Decision Making ◽  
Business Ethics ◽  
Presidential Address ◽  
Market Model ◽  
Managerial Decision ◽  
Managerial Decision Making ◽  
Teaching And Research ◽  
Mistaken Assumption ◽  
Moral Manager

Abstract:This presidential address to the Society for Business Ethics argues that business ethics rests upon the mistaken assumption that teaching and research in the field ought to aim at the incorporation of ethics into managerial decision making. An alternative to this Moral Manager Model is a Moral Market Model, in which the aim is to develop markets that produce ethical outcomes. The differences between the two models are discussed with reference to the themes of responsibility, participation, and relationships.

The moral manager

1989 ◽  
Vol 26 (06) ◽  
pp. 26-3348-26-3348
Keyword(s):  
Moral Manager

The Moral Manager: Vignettes of Virtue from Virginia

2006 ◽  
Vol 8 (2) ◽  
pp. 113-133 ◽  
Author(s):  
STEPHEN M. KING
Keyword(s):  
Moral Manager

The Moral Manager: Communicative Ethics and the Exxon Valdez Disaster

1993 ◽  
Vol 3 (2) ◽  
pp. 97-116 ◽  
Author(s):  
Michael G. Bowen ◽  
F. Clark Power
Keyword(s):  
Correct Answer ◽  
Exxon Valdez ◽  
Current Management ◽  
Corporate Behavior ◽  
Communicative Ethics ◽  
Behavioral Decision ◽  
Moral Management ◽  
Open Dialogue ◽  
Moral Manager

For many, the case of the Exxon Valdez oil spill has become a symbol of unethical corporate behavior. Had Exxon’s managers not callously pursued their own interests at the expense of the environment and other parties, the accident would not have happened. In this paper, we (1) present a short case study of the Valdez incident; (2) argue that many analyses of the case either ignore or fail to give sufficient weight to the uncertainties managers often face when they make decisions; and (3) propose a framework for moral management grounded in principles of communicative ethics, moral dialogue, and in the non-traditional ideas of many current management and behavioral decision theorists. From this view, the moral manager is not expected to know the “correct” answer to every ethical issue, but rather to participate responsibly in an open dialogue with other interested parties.

Trickle-down effect of moral leadership on unethical employee behavior: a cross-level moderated mediation model

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Rui Jiang ◽  
Xinqi Lin
Keyword(s):  
Ethical Climate ◽  
Mediating Effect ◽  
Moral Leadership ◽  
Chinese Society ◽  
Employee Behavior ◽  
Content Type ◽  
Supervisor Leadership ◽  
The Relationship ◽  
Moral Manager ◽  
Trickle Down

PurposeMoral leadership is a common leadership style in Chinese society and is of great significance to Chinese organizations. Unethical employee behavior also widely exists in all kinds of social organizations and brings great harm. The research on the relationship between moral leadership and unethical employee behavior has not been involved yet, but it is important. This paper studies how moral manager (senior leader) leadership trickles down to unethical employee behavior through moral supervisor (employee direct supervisor) leadership, and discusses the moderating effect of LMX and ethical climate.Design/methodology/approachThrough the questionnaire survey of 406 pairs of leaders and employees, and use multilevel path analysis, we test the hypothesis in this paper.FindingsThe research results show that (1) Moral manager leadership is negatively related to unethical employee behavior. (2) Moral supervisor leadership mediates the relationship between moral manager leadership and unethical employee behavior. (3) LMX positively moderates the relationship between moral manager leadership and moral supervisor leadership, and moderates the mediating effect of moral supervisor leadership. (4) Ethical climate positively moderates the relationship between moral supervisor leadership and unethical employee behavior, and moderates the mediating effect of moral supervisor leadership.Originality/valueFirst, this study further proves that moral leadership is a popular positive leadership among the three dimensions of paternalistic leadership that extends its influence to unethical employee behavior. Second, this study traces the source of the moral leadership of employees' supervisors and reveals the action mechanism of how moral manager leadership affects unethical employee behavior. Finally, LMX provides the organizational context of the trickle-down effect and the occurrence of unethical employee behavior.

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