In an age where morality requires economic justification, it is a compelling task to explicate the deeper affecting implications of moral judgment than its mere financial costs. In this chapter, we explore the emotional, behavioral, and cognitive ramifications of moral leadership at both the individual and macro organizational levels; specifically, by summoning literature on leadership, affect, and organizational justice to build a conceptual model of affect and interactional justice in moral leadership. The aim of the model is to extend current theoretical frameworks and highlight the important ramifications that moral decision-making has on employee and organizational welfare including that of the decision maker. The chapter concludes with a call for research comparing moral and immoral leadership in terms of different influence and strategy processes adopted by leaders and their followers’ attributions, emotions, attitudes, and behaviors.
Härtel, C. and Ganegoda, D. (2008), "Chapter 7 Role of affect and interactional justice in moral leadership", Zerbe, W., Härtel, C. and Ashkanasy, N. (Ed.) Emotions, Ethics and Decision-Making (Research on Emotion in Organizations, Vol. 4), Emerald Group Publishing Limited, Bingley, pp. 155-180. https://doi.org/10.1016/S1746-9791(08)04007-8Download as .RIS
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