| Scandals and allegations of misconduct have highlighted the existence of a form of ethical blindness within our organisations. While the perceived erosion of integrity and ethics at work is certainly worrying, it urges us to increase our understanding of the causes at the root of these acts. Our research in the field of ethical leadership has revealed the central role played by ethical sensitivity. The distinction between moral, immoral and amoral management, as defined by Carroll, now enable us to focus more specifically on a group of leaders qualified as unintentional amoral managers. An analysis of data collected in both the private and public sectors allows us to identify elements that may enable these leaders to come out of their involuntary lethargy. |
Updated 07/09/2013