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Journal of Business Ethics

Erschienen in:

01.04.2012

Leader Ethical Decision-Making in Organizations: Strategies for Sensemaking

verfasst von: Chase E. Thiel, Zhanna Bagdasarov, Lauren Harkrider, James F. Johnson, Michael D. Mumford

Erschienen in: Journal of Business Ethics | Ausgabe 1/2012

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Abstract

Organizational leaders face environmental challenges and pressures that put them under ethical risk. Navigating this ethical risk is demanding given the dynamics of contemporary organizations. Traditional models of ethical decision-making (EDM) are an inadequate framework for understanding how leaders respond to ethical dilemmas under conditions of uncertainty and equivocality. Sensemaking models more accurately illustrate leader EDM and account for individual, social, and environmental constraints. Using the sensemaking approach as a foundation, previous EDM models are revised and extended to comprise a conceptual model of leader EDM. Moreover, the underlying factors in the model are highlighted—constraints and strategies. Four trainable, compensatory strategies (emotion regulation, self-reflection, forecasting, and information integration) are proposed and described that aid leaders in navigating ethical dilemmas in organizations. Empirical examinations demonstrate that tactical application of the strategies may aid leaders in making sense of complex and ambiguous ethical dilemmas and promote ethical behavior. Compensatory tactics such as these should be central to organizational ethics initiatives at the leader level.

Vorheriger Artikel Work Engagement and Machiavellianism in the Ethical Leadership Process

Nächster Artikel Identity Talk of Aspirational Ethical Leaders

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Titel: Leader Ethical Decision-Making in Organizations: Strategies for Sensemaking
verfasst von: Chase E. Thiel
Zhanna Bagdasarov
Lauren Harkrider
James F. Johnson
Michael D. Mumford
Publikationsdatum: 01.04.2012
Verlag: Springer Netherlands
Erschienen in: Journal of Business Ethics / Ausgabe 1/2012
Print ISSN: 0167-4544
Elektronische ISSN: 1573-0697
DOI: https://doi.org/10.1007/s10551-012-1299-1

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