Servant leadership has been theorized as a model where the moral virtue of humility co-exists with action-driven behavior. This article provides an empirical study that tests how these two apparently paradoxical aspects of servant leadership interact in generating follower engagement, while considering the hierarchical power of the leader as a contingency variable. Through a three-way moderation model, a study was conducted based on a sample of 232 people working in a diverse range of companies. The first finding is that humble (...) leaders showed the highest impact on follower engagement regardless of their hierarchical position. Less humble leaders in lower hierarchical positions seem to be able to compensate for that through a strong action-oriented leadership style. Most notably for leaders in high hierarchical positions, the moral virtue of humility seems to strengthen the impact of their action-oriented leadership the most. These findings provide empirical support and a better understanding of the interplay between the moral virtue of humility and the action-oriented behaviors of servant leadership. (shrink)

Kant held that human beings are competitive and not very good at living together in harmony. He also held that the principle of one’s own happiness is the central opponent of the principle of morality. According to Allen Wood, these claims are related: the competitive tendencies Kant attributes to human nature reveal, according to Wood, that the very shape of our human idea of happiness is derived from a deep-seated arrogance, incompatible with morality. I argue, by contrast, that although Kant’s (...) discussion of human nature reveals that human happiness is complicated by interpersonal comparisons and tensions, these are not immoral and require no claims of innate human arrogance for their explanation. Consequently, these aspects of human nature are not themselves the reason that Kant considers our desire for happiness to be in conflict with our morality. (shrink)

Various studies have recognized the importance of humility as a foundational aspect of virtuous leadership and have revealed the beneficial effects of leader humility on employee moral attitudes and behaviors. However, these findings may overestimate the benefits of leader humility and overlook its potential costs. Integrating person–supervisor fit theory and balance theory with the humility literature, we employ a dyadic approach to consider supervisor and employee humility simultaneously. We investigate whether and how the congruence of supervisor and employee humility influences (...) employee citizenship and deviance behaviors. We conducted a multilevel, multiphase, and multisource field study to test our hypotheses. The results of cross-level polynomial regression analyses revealed that when supervisors and employees were incongruent in humility, employees experienced higher levels of negative affect toward supervisors. Also, compared to those in low–low congruent dyads, employee negative affect toward supervisors was lower in high–high congruent dyads. The results further revealed asymmetric incongruence effects: employees experienced the highest levels of negative affect toward supervisors when their own humility was lower than their supervisors’. In addition, we found that employee negative affect toward supervisors mediated the impacts of supervisor–employee congruence in humility on employee organizational citizenship behavior and counterproductive work behavior. (shrink)

In contrast to medical care, which is focused on the individual patient, public health is focused on collective health. This article argues that, in order to better protect the individual, discussions of public health would benefit from incorporating the insights of virtue ethics. There are three reasons to for this. First, the collective focus may cause neglect of the effects of public health policy on the interests and rights of individuals and minorities. Second, whereas the one-on-one encounters in medical care (...) facilitate a compassionate and caring attitude, public health involves a distance between professionals and the public. Therefore, public health professionals must use imagination and care to evaluate the effects of policies on individuals. Third, the relationship between public health professionals and the people who are affected by the policies they design is characterized by power asymmetry, demanding a high level of responsibility from those who wield them. Against this background, it is argued that public health professionals should develop the virtues of responsibility, compassion and humility. The examples provided, i.e. breastfeeding information and vaccination policy, illustrate the importance of these virtues, which needed for normative as well as instrumental reasons, i.e. as a way to restore trust. (shrink)

Research investigating the underlying mechanisms and boundary conditions under which leader humility influences employee voice remains underdeveloped. Drawing from approach–inhibition theory of power and leader humility literature, we developed a moderated-mediation model in which personal sense of power was theorized as a unique mechanism underlining why employees feel motivated to speak up under the supervision of humble leaders. Additionally, the cultural value of power distance was proposed to be a relevant boundary condition to influence such relationship. We tested the model (...) using time-lagged supervisor–subordinate matched data. Results of mixed models analyses provided support for our hypotheses confirming that employees’ personal sense of power mediates the relationship between leader humility and employee voice, and such relationship was found to be stronger when employees’ power distance was lower rather than higher. (shrink)

In his influential book After Virtue, Alasdair MacIntyre identifies Kierkegaard's view of ethics with that of Kant. Both Kant and Kierkegaard, according to MacIntyre, accept the modern paradigm of moral activity for which freedom of the will is the ultimate basis. Ronald M. Green, in Kierkegaard and Kant: The Hidden Debt, accepts and deepens this alignment between the two thinkers. Green argues that Kierkegaard deliberately obscured his debt to Kant by a systematic “misattribution” of his ideas to other thinkers, and (...) to classical philosophy in particular. This essay argues that MacIntyre and Green are mistaken in identifying Kierkegaard with the Kantian tradition of moral autonomy and that they overlook his debt to the classical conception of virtue. In casting Kierkegaard in the role of the quintessential exponent of a modern conception of freedom, they have perhaps overlooked one of the greatest critics of moral autonomy who has ever lived. (shrink)

The virtue of humility is often considered to be at odds with common business practice. In recent years, however, scholars within business ethics and leadership have shown an increasing interest in humility. Despite such attention, the argument for the relevance of humility in business could be expanded. Unlike extant research that focuses on humility as a character-building virtue or instrumentally useful leadership trait, this article argues that humility reflects the interdependent nature of business. Through such an approach, the article gives (...) an extrinsic motivation of the relevance of humility in business, and, from a theoretical point of view, links the intra-personal and intra-organizational perspective on humility to an inter-organizational one. The article contextualizes the virtue of humility by relating it to the economic, cognitive, and moral aspects of business practice and managerial work. It claims that the assumption of self-sufficiency in business is a grave misrepresentation of what business is—a practice characterized by interdependency. Potential links between virtue ethics, leadership, and contextually oriented theories of business, such as stakeholder theory, network theories, and resource dependence theory, are also identified. (shrink)

Kant’s account of the feeling of moral respect has notoriously puzzled interpreters: on the one hand, moral action is supposed to be autonomous and, in particular, free of the mediation of any feeling on the other hand, the subject’s grasp of the law somehow involves the feeling of moral respect. I argue that moral respect for Kant is not, pace both the ‘intellectualists’ and ‘affectivists,’ an effect of the determination of the will by the law – whether it be a (...) mere effect or the motivating cause of action – but is instead identical to it. Drawing on Kant’s general account of feeling as the awareness of how representations and their objects harm or benefit our own powers, I argue that the identity between moral respect and the determination to action contains two elements. Moral respect is, first, a form of practical self-consciousness which constitutes the subject’s recognition of the moral law and thus of herself as intrinsically bound by it, i. e., as a moral agent. Second, respect is a capacity for receptive awareness of particular features of our environment as well as other persons insofar as they benefit and harm us as moral agents. Thereby moral respect affords us awareness in concreto of particular, morally-conditioned ends. In this way moral respect provides the key for a Kantian account of genuinely free practical receptivity. (shrink)

Kant's most familiar and widely read works in practical reason are the Groundwork of the Metaphysics of Morals (1785) and the Critique of Practical Reason (1788). His principal aims in these works are to analyze the nature and ground of morality and to justify its supreme principle (the categorical imperative). Nevertheless, in these texts, Kant also paints a picture of what it means to have a good will or good character, and it is this account of the good will and (...) the associated theory of moral motivation that have been the target of many of the historical and contemporary objections to Kant's rationalism. From the perspective of these foundational works in Kant's moral theory, it appears that all that is required for Kantian character is a firm commitment to do one's duty from the motive of duty in the absence of inclination, or in the teeth of countervailing inclination. Kant's defenders have rightly insisted that it would be hasty to draw any final conclusions about his considered views on character and moral psychology on the basis of the Groundwork and the second Critique. An adequate assessment of these kinds of charges against Kant, they have argued, must address his theory of virtue, as it is set out in his other important ethical texts, especially the Doctrine of Virtue (1797) and Religion Within the Boundaries of Mere Reason (1793). In his theory of virtue, Kant presents a detailed account of virtue as a character trait, provides lengthy discussions of the various virtues he sees as central for the ethical life, and maintains that there are moral feelings that are part of a virtuous character and serviceable for morality. For these reasons, those interested in gleaning a more complete picture of Kant's ethics await a detailed, systematic account of Kant's views about virtue. This entry aims to sketch the outlines of such an account. (shrink)

Although virtues have gained a firm presence in the theory and practice of corporate management, humility is not ranked as one the chief virtues in the business world. In spite of this, it is an important virtue, contributing to the manager’s moral and professional quality and the development of the company’s human team. This paper explains the basic traits of humility in general and how they manifest in the manager’s life and profession, and shows, within the ethics of virtues, that (...) it is not just a personal desideratum but a fundamental quality of a good manager and good management. (shrink)

This article explores the link between CEOs’ language and hubristic leadership. It is based on the precepts that leaders’ linguistic utterances provide insights into their personality and behaviours; hubris is associated with unethical and potentially destructive leadership behaviours; if it is possible to identify linguistic markers of CEO hubris then these could serve as early warnings sign and help to mitigate the associated risks. Using computational linguistics, we analysed spoken utterances from a sample of hubristic CEOs and compared them with (...) non-hubristic CEOs. We found that hubristic CEOs’ linguistic utterances show systematic and consistent differences from the linguistic utterances of non-hubristic CEOs. Demonstrating how hubristic leadership manifests in CEO language contributes to wider research regarding the diagnosis and prevention of the unethical and potentially destructive effects of hubristic leadership. This research contributes to the wider study of hubris and unethical leadership by applying a novel method for identifying linguistic markers and offers a way of militating against the risk of unethical and destructive CEO behaviours induced or aggravated by hubristic leadership. (shrink)