Accessibility navigation


An integrative ethical approach to leader favoritism

Yang, I., Horak, S. and Kakabadse, N. (2020) An integrative ethical approach to leader favoritism. Business Ethics: A European Review. ISSN 1467-8608

[img] Text - Accepted Version
· Restricted to Repository staff only until 20 July 2022.

387kB

It is advisable to refer to the publisher's version if you intend to cite from this work. See Guidance on citing.

To link to this item DOI: 10.1111/beer.12309

Abstract/Summary

Relationship building is one of the most important aspects of leadership; however, it can pose ethical challenges. Though particularistic treatment of employees by leaders, i.e. leader favoritism, commonly occurs, it is conventionally regarded negatively as fairness norms require leaders to treat followers equally. In this conceptual study, we explore different views on leader favoritism based on different ethical principles. We develop an alternative to the conventional view and suggest that leader favoritism may not necessarily lead to negative outcomes when empathy-based favoritism is applied. In this vein, we recommend drawing on the ethical principles of a utilitarian approach by balancing particularism and universalism, which is also helpful to build organizational social capital. We contribute to leadership theory by developing an early concept of an integrative ethical approach to leader favoritism.

Item Type:Article
Refereed:Yes
Divisions:Henley Business School > Marketing and Reputation
ID Code:91770
Publisher:Wiley

University Staff: Request a correction | Centaur Editors: Update this record

Page navigation