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    Utilizing emotions for ethical decision making in leadership

    Access Status
    Fulltext not available
    Authors
    Griffith, J.
    Zeni, T.
    Johnson, Genevieve
    Date
    2014
    Type
    Book Chapter
    
    Metadata
    Show full item record
    Citation
    Griffith, J. and Zeni, T. and Johnson, G. 2014. Utilizing emotions for ethical decision making in leadership, in Wolf, R. and Issa, T. (ed), International Business Ethics and Growth Opportunities, pp. 158-175. Hershey, PA: Idea.
    Source Title
    International Business Ethics and Growth Opportunities
    DOI
    10.4018/978-1-4666-7419-6.ch008
    ISBN
    1466674199
    School
    School of Education
    URI
    http://hdl.handle.net/20.500.11937/7279
    Collection
    • Curtin Research Publications
    Abstract

    Modern organizational leaders must rise to the challenge of making both ethically sound decisions as well as traditional fiscal decisions in order to remain competitive in today’s marketplace. It is critical for leaders to be mindful of how emotions may assist or hinder them throughout the ethical decision-making process. Attempting to ignore the emotional component of ethical decision making or pretending that emotions do not exert influence on decisions is foolhardy and disregards both empirical and theoretical research suggesting otherwise. The challenge for leaders is how to best incorporate emotion into ethical decision making. This chapter examines several theoretical models of emotion and ethical decision making, applies theoretical and empirical findings to explain how two common emotions—anger and anxiety—impact ethical decision making, and provides recommendations for leaders seeking to improve ethical decision-making outcomes.

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