The exploratory and descriptive quantitative study surveyed 35 dyads of CEOs and their senior team members to determine if there was differentiation between the moral judgments of organizational leaders and members, allowing for an alternative perspective by the member when the leader confronts an ethical decision. Dyadic members were also surveyed about their organization’s code of ethics. Results showed differentiation in the development of moral judgments of leaders and members, which would allow for an alternative perspective by dyadic members. The existence or utilization of a code of ethics presented some disagreement or no agreement between leaders and their senior team members in 80% of the organizations. Leadership implications are integrative: dyadic members offer a portfolio of moral judgments, providing alternative perspectives in the decision-making process. Ambiguity about an ethics code decreases the likelihood of its use as an anchor against relativistic drift during decision making.
|Advisor:||Davis, Nancy J.|
|School:||University of Phoenix|
|School Location:||United States -- Arizona|
|Source:||DAI-A 74/01(E), Dissertation Abstracts International|
|Subjects:||Ethics, Management, Occupational psychology|
|Keywords:||CEO, Ethical decision-making, Leader-member exchange, Leadership, Moral judgment, Organizational ethics|
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