Facing Ethical Challenges in the Workplace: Conceptualizing and Measuring Professional Moral Courage
By Leslie Sekerka, Richard P. Bagozzi, Richard J. Charnigo. 2009
308 citations recorded by the source corpus.
Subfields: Cognitive Neuroscience, Information Systems and Management, Social Psychology
View Paper: https://www.semanticscholar.org/paper/aa7316c322837a80d1918728d7d89453ddb2747c
How researchers see this paper
The researchers whose trusted networks rank it highest, strongest advocate first. Every researcher gets a different order.
In Cognitive Neuroscience
- S. Hannah
- Bruce J. Avolio
- Brian G. Whitaker
- Douglas R. May
- Lindsey Godwin
- Christian Vandenberghe
- Dongkyu Kim
- Shannon G. Taylor
In Information Systems and Management
- S. Hannah
- Bruce J. Avolio
- Douglas R. May
- Brian G. Whitaker
- Lindsey Godwin
- Dongkyu Kim
- Christian Vandenberghe
- Linda Klebe Treviño
In Social Psychology
- S. Hannah
- Bruce J. Avolio
- Douglas R. May
- Brian G. Whitaker
- Lindsey Godwin
- Fred Walumbwa
- Fred Luthans
- James Avey
Citations in the corpus
- The Antecedents of Moral Imagination in the Workplace: A Social Cognitive Theory Perspective (2013, background): “Recent high-impact corporate scandals have reminded companies of the severe consequences of separating corporate agendas from social values, resulting in increased pressure for organizations to minimize immoral employee behavior (Treviño et al. 2006; Sekerka et al. 2009; Wagner and Dittmar 2006).”
- Relationships between Authentic Leadership, Moral Courage, and Ethical and Pro-Social Behaviors (2011, unknown): “Moral courage has thus been identified as inherently agentic (Sekerka et al., 2009), promoting engagement in ethical behaviors, and just as importantly, limiting moral disengagement which may otherwise occur when individuals seek to justify their omission of ethical, or commission of unethical acts…”
- Moral Maturation and Moral Conation: A Capacity Approach to Explaining Moral Thought and Action (2011, background): “Yet the study of moral courage in organizational contexts has been limited (Hannah & Avolio, 2010; Sekerka et al., 2009).”