Efnisyfirlit

• Moral Leadership: The Theory and Practice of Power, Judgment, and Policy
• Contents
• Foreword
• INTRODUCTION: WHERE IS THE LEADERSHIP IN MORAL LEADERSHIP?
  • Moral Leadership Defined
  • The Historical Backdrop and Current Need for Moral Leadership
  • Doing Good and Doing Well: When Does Ethics Pay?
  • Individual and Contextual Dimensions of Moral Conduct
  • Strategies of Moral Leadership
  • Promoting Moral Leadership
• Part I: ETHICAL JUDGMENT
  • Chapter 1: MAKING SENSE OF MORAL MELTDOWNS
    • The Ethical Dimension: Adversarial Ethics
    • The Cultural Dimension: America’s Love Affair with Winners
    • The Economic Dimension: The Feudal and Socialist Character of American Capitalism
    • The Psychological Dimension: Cognitive Dissonance and Moral Compass
    • Lessons for Leaders?
  • Chapter 2: THREE PRACTICAL CHALLENGES OF MORAL LEADERSHIP
    • Time
    • Ambivalence
    • Sense of Self
    • Conclusion
  • Chapter 3: ETHICAL JUDGMENT AND MORAL LEADERSHIP
    • Ethical Fading
    • Contextualizing Ethics
    • The Need for Moral Courage
    • Conclusion
  • Chapter 4: MORALS FOR PUBLIC OFFICIALS
    • A Priori Versus Conventional Ethics
    • Individual-Level Morality Versus Institutional Arrangements
    • Political Versus Legal and Regulatory Agency Control
    • Division of Labor in Official Ethics
    • Conflicts of Interest
    • Three Potential Distortions
    • Conclusion
• Part II: THE PSYCHOLOGY OF POWER
  • Chapter 5: THE PSYCHOLOGY OF POWER
    • Locating Evil Within Particular People: The Rush to Judgment
    • Blind Obedience to Authority: The Milgram Investigations
    • Ten Steps to Creating Evil Traps for Good People
    • On Being Anonymous: Deindividuation and Destructiveness
    • Cultural Wisdom: How to Make Warriors Kill in Battle But Not at Home
    • Moral Disengagement and Dehumanization
    • Suspension of the Usual Cognitive Controls Guiding Moral Action
    • The Hostile Imagination Created by Faces of the Enemy
    • Can Ordinary Old Men Become Murderers Overnight?
    • Educating Hatred and Destructive Imaginations
    • The Stanford Prison Experiment: Institutional and Systemic Power to Corrupt
    • The Evil of Inaction
    • Torturers and Executioners: Pathological Types or Situational Imperatives?
    • Suicide Bombers: Mindless Fanatics or Mindful Martyrs?
    • Summing Up Before Moving On
    • Understanding What Went Wrong in Abu Ghraib Prison
    • Promoting Civic Virtue, Moral Engagement, and Human Goodness
  • Chapter 6: TAMING POWER
    • Candidate Variables for Taming Power
    • Social-Structural Candidate Variables
    • Taming Power: An Analogy and a Vision
  • Chapter 7: POWER AND MORAL LEADERSHIP
    • Status Endowed: The Rise of the Impulsive
    • Power and the Pursuit of Self-Interest
    • Power and the Ideology of Self-Interest
    • Power and Solipsistic Social Environments
    • Leveling Mechanisms
    • Conclusions and Future Directions
• Part III: SELF-SACRIFICE AND SELF-INTEREST
  • Chapter 8: ORCHESTRATING PROSOCIAL MOTIVES
    • Motives as Goal-Directed Forces
    • Four Types of Prosocial Motivation
    • Conflict
    • Orchestration
    • Conclusion
  • Chapter 9: SELF-SACRIFICE AND SELF-INTEREST
    • Adherence to Rules
    • Models of Human Motivation
    • Alternative Models
    • Evidence for the Value-Based Approach
    • Procedural Justice
    • Implications for Moral Leadership
    • Defining Procedural Justice
    • Conclusion
• Part IV: SERVING THE PUBLIC THROUGH THE PUBLIC SECTOR
  • Chapter 10: STRATEGIC PHILANTHROPY AND ITS MALCONTENTS
    • The Idea of Strategic Philanthropy
    • Two Qualifications
    • In Defense of Strategic Philanthropy
    • The Critique of Venture Philanthropy and the Value of General Operating Support
  • Chapter 11: ETHICS AND PHILANTHROPY
    • Funding Ethics
    • Foundation Accountability
    • Philanthropy and Public Goods
• Part V: MORAL LEADERSHIP
  • Chapter 12: EXERCISING MORAL COURAGE
    • Who Are the Management Students?
    • Unlearning the Myths of the Inexperienced
    • Doing the Right Thing: Powerlessness Corrupts
    • The Role of Business as a Societal Force
    • Moral Leadership: Expanding the Zone of Acceptability
  • Chapter 13: PERSPECTIVES ON GLOBAL MORAL LEADERSHIP
    • What Is Global Moral Leadership?
    • Who Is a Global Moral Leader?
    • Characteristics of a Global Moral Leader
    • What Are Global Moral Values?
    • Conclusion
• Notes
• Acknowledgments
• About the Authors
• Index

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