Moral Leadership brings together in one comprehensive volume
essays from leading scholars in law, leadership, psychology,
political science, and ethics to provide practical, theoretical
policy guidance. The authors explore key questions about moral
leadership such as:
* How do leaders form, sustain, and transmit moral
commitments?
* Under what conditions are those processes most effective?
* What is the impact of ethics officers, codes, training
programs, and similar initiatives?
* How do standards and practices vary across context and
culture?
* What can we do at the individual, organizational, and societal
level to foster moral leadership?
Throughout the book, the contributors identify what people know,
and only think they know, about the role of ethics in key
decision-making positions. The essays focus on issues such as the
definition and importance of moral leadership and the factors that
influence its exercise, along with practical strategies for
promoting ethical behavior. Moral Leadership addresses the
dynamics of moral leadership, with particular emphasis on major
obstacles that stand in its way: impaired judgment, self-interest,
and power. Finally, the book explores moral leadership in a variety
of contexts?business and the professions, nonprofit organizations,
and the international arena.
Table of Content
Introduction: Where Is the Leadership in Moral Leadership? (Deborah
L. Rhode).
Part One: Ethical Judgment.
1. Making Sense of Moral Meltdowns (David Luban).
2. Three Practical Challenges of Moral Leadership (Joshua
Margolis, Andrew Molinsky).
3. Ethical Judgment and Moral Leadership: Three Barriers (David
Messick).
4. Morals for Public Officials (Russell Hardin).
Part Two: The Psychology of Power.
5. The Psychology of Power: To the Person? To the Situation? To
the System? (Philip G. Zimbardo).
6. Taming Power (David G. Winter).
7. Power and Moral Leadership (Dacher Keltner, Carrie A.
Langner, Maria Logli Allison).
Part Three: Self-Sacrifice and Self-Interest.
8. Orchestrating Prosocial Motives (C. Daniel Batson).
9. Self-Sacrifice and Self-Interest: Do Ethical Values Shape
Behavior in Organizational Settings? (Tom R. Tyler).
Part Four: Serving the Public Through the Public Sector:
Accountability of Nonprofit Organizations.
10. Strategic Philanthropy and Its Malcontents (Paul Brest).
11. Ethics and Philanthropy (Bruce Sievers).
Part Five: Moral Leadership: Perspectives and
Implications.
12. Exercising Moral Courage: A Developmental Agenda (Linda A.
Hill).
13. Perspectives on Global Moral Leadership (Kirk O.
Hanson).
Notes.
Acknowledgments.
About the Authors.
Index.
About the author
Deborah L. Rhode is the Ernest W. Mc Farland Professor of Law and director of the Stanford Center on Ethics. She is the former director of the Keck Center on Legal Ethics and the Legal Profession at Stanford University School of Law, the former chair of the American Bar Association’s Commission on Women in the Profession, and the former president of the Association of American Law Schools.
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