Ethical Leadership and the Psychology of Decision Making

By D. Messick, Max H. Bazerman. 2001

287 citations recorded by the source corpus.

Subfields: Applied Psychology, Management Science and Operations Research, Social Psychology

View Paper: https://www.semanticscholar.org/paper/9db9981d144a5b0a81a182abff28c54a2f9cf19a

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In Applied Psychology

In Management Science and Operations Research

In Social Psychology

Citations in the corpus

The effect of unethical behavior on trust in a buyer–supplier relationship: The mediating role of psychological contract violation (2009, background): “Messick’s pioneering contributions to the field of business ethics (Messick, 1995, 1996; Messick and Bazerman, 1996) focus on psychological patterns of behavior that could predict how natural patterns of human judgment would lead to unethical behaviors.”
Blind forces (2014, background): “This work has shown how various factors can lead individuals to make decisions that result in unethical behavior that is either unseen or cognitively reconstrued (see Gino et al., 2009; Messick & Bazerman, 1996; C. Moore & Gino, 2013; Tenbrunsel & Smith-Crowe, 2008, for reviews).”
Behavioral Ethics: Toward a Deeper Understanding of Moral Judgment and Dishonesty (2012, background): “Using this framework, Messick and Bazerman (1996) identified research from social psychology that can inform us about these theories as we attempt to understand ethical decision making.”
Moral disengagement in ethical decision making: a study of antecedents and outcomes. (2008, background): “Consistent with recent arguments that the best explanations for unethical decision making may reside in underlying psychological processes (Messick & Bazerman, 1996; Tenbrunsel & Messick, 2004), we explore Bandura’s (1986) assertion that people make unethical decisions when moral selfregulatory…”
Ethical Fading: The Role of Self-Deception in Unethical Behavior (2004, background): “The first step is to recognize its pervasive and universal presence, for “to deny this reality is to practice self-deception” (Messick and Bazerman, 1996, p. 22).”
Sweatshop Labor Is Wrong Unless the Shoes Are Cute: Cognition Can Both Hurt and Help Motivated Moral Reasoning (2013, unknown): “…studies have shown that people are motivated to think differently about their own unethical behavior than the unethical behaviors of others insofar as they believe that they are more fair, honest, and trustworthy than others (Messick & Bazerman, 1996; Messick, Bloom, Boldizar, & Samuelson, 1985).”
CEO demographics and accounting fraud: Who is more likely to rationalize illegal acts? (2011, background): “This naiveté or illusion of control, favorability, or optimism (Messick and Bazerman, 1996) may mean that less experienced CEOs will more easily rationalize accounting fraud.”
Dishonest Deed, Clear Conscience: When Cheating Leads to Moral Disengagement and Motivated Forgetting (2011, background): “Scholars have argued that the best explanations for unethical decision making may reside in underlying psychological processes (Messick & Bazerman, 1996; Tenbrunsel & Messick, 2004).”
Codes of Ethics as Signals for Ethical Behavior (2001, background): “This occurs because our worldview frames people as causal agents rather than seeing environmental influences for good or bad behavior (Messick and Bazerman, 1996, p. 15).”
Pluralistic Ignorance in Corporate Boards and Firms' Strategic Persistence in Response to Low Firm Performance (2005, background): “Decision theorists have tended to focus on how biases in individual decision making can contribute to unethical behavior, with particular attention to ethnocentricism in hiring, firing, and other personnel decisions (Messick and Bazerman, 1996).”