The experience of admiration has become the focus of renewed philosophical attention in recent times, singled out by many as an emotion with an important role to play in the moral life. Taken as it stands, this is a claim that invites distinctions, given the complex ways in which this emotion concept features in our ordinary experience and expressive habits. We speak of admiring a person’s integrity and selflessness, but we also speak of admiring her wit or sense of humor, (...) her fine figure, or taste in furnishing. We pause to admire paintings, and we watch admiringly as athletes pull off extraordinary performances. Sometimes we let ourselves be coaxed into declaring the person we admire most—often (though not in... (shrink)

Virtue words, such as justice, fairness, care, and integrity, frequently feature in organizational codes of conduct and theories of ethical leadership. And yet our modern organizations remain blemished by examples lacking virtue. The philosophy of virtue ethics and numerous extant theories of leadership cite virtues as essential to good leadership. But we seem to lack understanding of how to develop or embed these virtues and notions of good leadership in practice. In 2012, virtue ethicist Julia Annas pointed to a training (...) program which she touted as a practical application of virtue ethics. The program Annas identified is called The Virtues Project, and while promising, she warned that in its current state, it lacked theorizing. We address this by aligning its practical strategies to extant theory and evidence to understand what virtues it might develop and how it might facilitate good leadership. Doing so makes two key contributions. First, it lends credence to The Virtues Project’s potential as a leadership development program. Second, it provides a means of applying theories of good leadership in practice. Our overarching objective is to advance The Virtues Project as a means of incorporating virtues into workplace dynamics and embedding virtues in the practice of organizational leadership. (shrink)

AbstractVirtues, anchored in the ancient and robust philosophy of virtue ethics, inform and enable good leadership. However, we are reticent to speak of virtues within the business domain, which hinders virtues-based leadership development. To demonstrate how virtues inform good leadership, albeit usually implicitly, I analyze 25 TED talks promised to make viewers ‘better’ leaders for direct and indirect reference to virtues. My findings illustrate that virtues are implicitly woven throughout popular leadership discourse, but that they are rarely stated explicitly. This (...) is a problem because to develop virtues they need to be explicitly understood and consciously practiced, which necessitates redressing the reticence to speak of virtues and focusing efforts on educating, training, and developing the virtues that enable good leadership. This article advances virtues-based leadership development by proffering a framework of higher-order virtues that we need to make explicit in efforts to develop good leadership. My discussion of the higher-order virtues integrates evidence from the TED talks and extant scholarship and proposes ways to train and develop each virtue. (shrink)