Leadership Behavior: Ethical Consideration in Decision-Making

Abstract

This conceptual paper aims to explore the relationship between a leader’s consideration of ethics in decision – making and the behavior-change of those affected by that decision. I propose that it benefits both the influencer and the influenced when ethics is considered. In making that argument I seek to answer the question I often ask myself, why is it beneficial to consider ethics in decision making when increased revenue is the goal for organizations? In analyzing the findings of a series of published studies found at Google Scholar that examine all aspects of this relationship, this paper applied the utilitarian consequential theory to highlight the most ethical (i.e., has the greatest benefit) responses that emerge from these case study findings. Greek philosopher Epicurus developed the consequential theory to describe the response from acts, such as decision – making, as causing pleasure or pain responses. Philosopher Bentham expanded the consequential theory of pleasure or pain responses from actions to measure the pleasure or pain responses as good or bad (i.e., utilitarian). In conclusion, what the analysis of these 14 case study findings are saying about the benefit of ethical consideration in decision – making by individuals in leadership roles, I hope to create dialogue about the why it benefits them also if ethics in decision – making is considered. Collectively the case studies indicate there are several styles of leaders that consider ethics in decision – making and those that do, benefit along with those influenced by their decisions.