A neurological and ideological perspective of ethical leadership

David Waldman, Danni Wang, Sean T. Hannah, Pierre A. Balthazard

Research output: Contribution to journalArticle

14 Citations (Scopus)

Abstract

A growing body of literature has considered the outcomes of ethical leadership in terms of positive effects on followers. However, little research has addressed its antecedents. We thus have insufficient knowledge of the personal characteristics or qualities of ethical leaders. Accordingly, the current research draws on conceptualizations of what constitutes the moral self through conceiving such characteristics largely in terms of a neurological index derived through quantitative electroencephalogram, in combination with ethical ideology. Integrating neuroscience and moral psychology, our findings suggest that the interaction of leader relativism and idealism partially mediates the effects of the brain's default mode network in the prediction of ethical leadership.

Original languageEnglish (US)
Pages (from-to)1285-1306
Number of pages22
JournalAcademy of Management Journal
Volume60
Issue number4
DOIs
StatePublished - Aug 1 2017

Fingerprint

Electroencephalography
Brain
Ethical leadership
Prediction
Personal characteristics
Follower
Psychology
Relativism
Conceptualization
Ethical ideology
Electroencephalogram
Neuroscience
Interaction
Idealism

ASJC Scopus subject areas

  • Business and International Management
  • Business, Management and Accounting(all)
  • Strategy and Management
  • Management of Technology and Innovation

Cite this

A neurological and ideological perspective of ethical leadership. / Waldman, David; Wang, Danni; Hannah, Sean T.; Balthazard, Pierre A.

In: Academy of Management Journal, Vol. 60, No. 4, 01.08.2017, p. 1285-1306.

Research output: Contribution to journalArticle

Waldman, David ; Wang, Danni ; Hannah, Sean T. ; Balthazard, Pierre A. / A neurological and ideological perspective of ethical leadership. In: Academy of Management Journal. 2017 ; Vol. 60, No. 4. pp. 1285-1306.
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