SAGE Journal Articles

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Journal Article 1: Bischak, D. P., & Woiceshyn. (2015). Leadership virtues exposed: Ethical leadership lessons from leading in rock climbing. Journal of Leadership & Organizational Studies, 23(3), 248-259.

Abstract: Leadership clearly has an impact on organizational outcomes, and previous research has revealed the antecedents and consequences of leadership styles and the effects of leaders’ personality traits. We focus on an area that has received much less attention: ethical leadership practice and the virtues that guide it. Following the positive turn in leadership research, we examine what constitutes virtuous action of leaders. We draw on observations made in a novel realm, rock climbing, and integrate them with the literature on leadership virtues while drawing parallels to business. We identify six essential virtues at the core of the ethical leadership model we propose: rationality, honesty, independence, integrity, justice, and pride. Three of these—rationality, independence, and pride—are not conventional virtues, but we suggest that they are critical for ethical leadership, as is the standard of human flourishing and the leader’s relationship with followers as a trader of values. Our analysis is summarized in testable propositions.

Journal Article 2: Schwartz, M. S., (2017). Teaching behavioral ethics: Overcoming the key impediments to ethical behavior. Journal of Management Education, 41(4), 497-513.

Abstract: To better understand the ethical decision-making process and why individuals fail to act ethically, the aim of this article is to explore what are seen as the key impediments to ethical behavior and their pedagogical implications. Using the ethical decision-making process proposed by Rest as an overarching framework, the article examines the following barriers to ethical decision making: improper framing, which can preclude moral awareness; cognitive biases and psychological tendencies, which can hinder reaching proper moral judgments; and moral rationalizations, which can obstruct moral judgments from being translated into moral intentions or ethical behavior. Next, pedagogical exercises and tools for teaching behavioral ethics and ethical decision making are provided. The article concludes with its implications.