This article explores the importance of moral leadership in business, highlighting the often-overlooked role of middle managers. It emphasizes that while CEOs receive much attention, it's the everyday actions of middle managers that truly shape the ethical culture of organizations.
Asked for their examples of moral business leadership, as might be expected hundreds of MBA students described well-known CEOs, whose extraordinary actions we certainly can learn from (individuals such as Yvon Chouinard of Patagonia and Ratan Tata of the Tata Group).
More frequently, however, respondents provided recollections about their own bosses (current and former) and the tangibility of how these middle managers made a meaningful difference in the lives of their teams and upheld the moral compass of their organizations. Becoming the manager whom others genuinely respect, admire, and recall as a moral role model requires deep work. Two areas, in particular, can help: taking a regular self-inventory to gauge your existing standing, and willingly correcting habits and behaviors — then monitoring them on an ongoing basis. I see them differently. After countless hours of conversations with MBA students about moral and ethical leadership, what emerges is a strong, consistent cadre of unsung heroes in middle management who push their teams and organizations to seek principled decision making and choose the right thing over what is simply the most expedient.Brooke Olson Vuckovic is a Clinical Professor of Leadership at the Kellogg School of Management, where she teaches on a wide variety of leadership topics including th
MORAL LEADERSHIP MIDDLE MANAGEMENT ETHICAL DECISION MAKING BUSINESS CULTURE LEADERSHIP DEVELOPMENT
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