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Leadership and Ethical Development: Balancing Light and Shadow

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  • Lichtenstein, Benyamin M.
  • Smith, Beverly A.
  • Torbert, William R.

Abstract

What makes a leader ethical? This paper critically examines the answer given by developmental theory, which argues that individuals can develop through cumulative stages of ethical orientation and behavior (e.g. Hobbesian, Kantian, Rawlsian), such that leaders at later developmental stages (of whom there are empirically very few today) are more ethical. By contrast to a simple progressive model of ethical development, this paper shows that each developmental stage has both positive (light) and negative (shadow) aspects, which affect the ethical behaviors of leaders at that stage. It also explores an unexpected result: later stage leaders can have more significantly negative effects than earlier stage leadership.

Suggested Citation

  • Lichtenstein, Benyamin M. & Smith, Beverly A. & Torbert, William R., 1995. "Leadership and Ethical Development: Balancing Light and Shadow," Business Ethics Quarterly, Cambridge University Press, vol. 5(1), pages 97-116, January.
    • Handle: RePEc:cup:buetqu:v:5:y:1995:i:01:p:97-116_01
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    Cited by:

    1. Montgomery Van Wart, 2014. "Contemporary Varieties of Ethical Leadership in Organizations," International Journal of Business Administration, International Journal of Business Administration, Sciedu Press, vol. 5(5), pages 27-45, September.
    2. Allal-Chérif, Oihab & Guijarro-García, María & Ballester-Miquel, José Carlos & Carrilero-Castillo, Agustín, 2021. "Being an ethical leader during the apocalypse: Lessons from the walking dead to face the COVID-19 crisis," Journal of Business Research, Elsevier, vol. 133(C), pages 354-364.

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