This is war: How the politically astute achieve crimes of obedience through the use of moral disengagement

By D. Beu, M. Buckley. 2004

125 citations recorded by the source corpus.

Subfields: Cognitive Neuroscience, Information Systems and Management, Safety Research

View Paper: https://www.semanticscholar.org/paper/01a1ff708c9c89aaf5f4e5c081dd24c9c1bd7fc8

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In Cognitive Neuroscience

In Information Systems and Management

In Safety Research

Citations in the corpus

Blind forces (2014, background): “According to Beu and Buckley (2004), for instance, politically astute leaders can influence followers toward unethical behavior by reframing actions and situations in ways that draw attention away from ethical issues and by encouraging the use of morally disengaged reasoning.”
My Boss is Morally Disengaged: The Role of Ethical Leadership in Explaining the Interactive Effect of Supervisor and Employee Moral Disengagement on Employee Behaviors (2016, background): “Extant behavioral ethics literature clearly demonstrates a connection between moral disengagement and unethical behavior (Bandura et al. 1996; Beu and Buckley 2004; Detert et al. 2008; Moore 2008; Moore et al. 2012; Shu et al. 2011).”
Effects of ethical leadership on emotional exhaustion in high moral intensity situations (2015, unknown): “…of a situation re ﬂ ects not only the magnitude of consequences for others but also: (1) the strength of the ethical norms relevant to that situation, (2) the temporal immediacy of the event, and (3) the probability of the effect under consideration (Beu & Buckley, 2004; Brown & Treviño, 2006).”
Behavioral Ethics in Organizations: A Review (2006, background): “For example, Beu and Buckley (2004) proposed that transactional, personalized charismatic leaders can influence the way their subordinates think about behavior in ways that are more morally justifiable.”
Ethical and despotic leadership, relationships with leader's social responsibility, top management team effectiveness and subordinates' optimism: A multi-method study (2008, background): “Other forms of unethical leadership that have received attention in the literature include abusive supervision and personalized charismatic or pseudo-transformational leadership (see o.a. Ashforth, 1994; Bass & Steidlmeier, 1999; Beu & Buckley, 2004; Bies, 2000; Howell, 1988; Tepper, 2000).”