Moral leadership: Explicating the moral component of authentic leadership

Sean T. Hannah · Paul B. Lester · Gretchen Vogelgesang Lester

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Ethics in Business and Education Leadership and Management in Organizations Leadership, Courage, and Heroism Studies

Abstract

Authentic leadership is defined in large part by evidence of morality in the leadership influence process. A highly developed moral leader is expected to act in concert with his or her self-concept, to achieve higher levels of agency to make the ‘‘right’’ and ‘‘ethical’’ decisions. Moral leadership is developed through a highly developed self-concept, and supported by heightened abilities of meta-cognitive and emotional regulation. These cognitive structures and abilities help leaders to activate moral solutions cross-situationally during leadership episodes. Moreover, we posit that a leader who is perceived by followers as morally authentic and imbued by altruism and virtuousness will be afforded greater influence and have increased positive effects on followers and organizations. 1 3 5 7 9 11 13 15 17 19 21 23 25 27 29 31 33 35 37 39 3B2v8:06a=w ðDec 5 2003Þ:51c XML:ver:5:0:1 ALTP : CH002 Prod:Type: pp:43281ðcol:fig::NILÞ 17/5/05 14:00 Authentic Leadership Theory and Practice: Origins, Effects and Development Monographs in Leadership and Management, Volume 3, 43–81 Copyright r 2005 by Elsevier Ltd. All rights of reproduction in any form reserved

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