vianello.galliani.in-press.elevation-at-work.pub510
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Running Head: ELEVATION AT WORKElexation at Work. The Effects of Leaders’ Moral Excellence.Michelangelo Vianelloa Elisa Maria Galliani1 Jonathan Haidt vianello.galliani.in-press.elevation-at-work.pub510tbJuly 30. 2010In Press: Journal oj Positive Psychology1 Department of Applied Psychology. University of Padua. Padova. Italyb Department of Psychology. University of Virginia, Charlottesville. USAKeywords: Elevation; Leader Self-sacrifice: Interpersonal Fairness; Organizational CitizenshipBehavior: vianello.galliani.in-press.elevation-at-work.pub510 Organizational CommitmentCorresponding author: michelangclo.viancllo@unipd.itAbstractLeaders influence followers in many ways; one way is by elicitinvianello.galliani.in-press.elevation-at-work.pub510
g positive emotions. In three studies we demonstrate that the nearly unstudied moral emotion of “elevation" (a reaction to moral excellence) mediates Running Head: ELEVATION AT WORKElexation at Work. The Effects of Leaders’ Moral Excellence.Michelangelo Vianelloa Elisa Maria Galliani1 Jonathan Haidt vianello.galliani.in-press.elevation-at-work.pub510motional responses to their leaders in a natural work setting; study 3 compared the effects of elevation to those of happiness, serenity, and positive affect. We found that leaders’ interpersonal fairness and self-sacrifice are powerful elicitors of elevation, and that this emotion fully mediates le vianello.galliani.in-press.elevation-at-work.pub510aders’ influence on followers' organizational citizenship behavior and affective organizational commitment. In the first study, we also observed a modvianello.galliani.in-press.elevation-at-work.pub510
eration effect of interpersonal fairness on self-sacrifice. Results underline the importance of positive moral emotions in organizations and shed lighRunning Head: ELEVATION AT WORKElexation at Work. The Effects of Leaders’ Moral Excellence.Michelangelo Vianelloa Elisa Maria Galliani1 Jonathan Haidt vianello.galliani.in-press.elevation-at-work.pub510llence.Ethical issues are perennially important in leadership studies. Several high profile ethical scandals (such as Enron), as well as the role of ethically suspect practices in bringing about the worldwide collapse of financial institutions in 2008. have made the relationship between ethics and l vianello.galliani.in-press.elevation-at-work.pub510eadership an even more pressing area for research. Many hypotheses have been brought forward in order to understand how leaders can foster moral behavvianello.galliani.in-press.elevation-at-work.pub510
iors among employees and organizations.When he originally introduced transformational leadership. Burns (1978) explicitly relied on Kohlbetg’s (1969) Running Head: ELEVATION AT WORKElexation at Work. The Effects of Leaders’ Moral Excellence.Michelangelo Vianelloa Elisa Maria Galliani1 Jonathan Haidt vianello.galliani.in-press.elevation-at-work.pub510y of transformational leadership was seriously questioned. Each of the four components of the construct of transformational leadership - idealized influence, inspirational motivation, intellectual stimulation, and individualized consideration (Bass, 1985,1998; Bass & Avolio, 1993) - has an ethical d vianello.galliani.in-press.elevation-at-work.pub510imension but. as Bass and Steidlmeier (1999) recognized, is in itself morally neutral. Howell and Avolio (1992) demonstrated that transformational leavianello.galliani.in-press.elevation-at-work.pub510
ders might act both ethically and unethically, depending on what values are embedded in their vision and program.In response, Bass and Steidhneier (19Running Head: ELEVATION AT WORKElexation at Work. The Effects of Leaders’ Moral Excellence.Michelangelo Vianelloa Elisa Maria Galliani1 Jonathan Haidt vianello.galliani.in-press.elevation-at-work.pub510a moral foundation of legitimate values” (p. 184). Authentic transformational leaders are committed to moral values, such as fairness and human rights, and concerned about the common good, while pseudo transformational leaders are self-interested and, consciously or unconsciously, act in bad faith. vianello.galliani.in-press.elevation-at-work.pub510Some empirical evidence supports the notion that authentic transformational leadership is grounded in a moral foundation and is consistent with an ethvianello.galliani.in-press.elevation-at-work.pub510
ical leadership style. For instance, it has been shown to be related to the perception of leader’s moral integrity (Parry & Proctor-Thomson, 2002) andRunning Head: ELEVATION AT WORKElexation at Work. The Effects of Leaders’ Moral Excellence.Michelangelo Vianelloa Elisa Maria Galliani1 Jonathan Haidt vianello.galliani.in-press.elevation-at-work.pub510focus on ethical issues. Luthans and Avolio (2003) proposed authentic leadership as a separate construct placed at the confluence of positive organizational behavior and transformational leadership. Authentic leaders are defined as true to themselves, reliable, trustworthy, transparent, committed to vianello.galliani.in-press.elevation-at-work.pub510 followers’ development, and moral/ethical. Authentic leaders are guided by positive moral values and are capable of judging ambiguous ethical issues.vianello.galliani.in-press.elevation-at-work.pub510
Specifically developed to understand the effects of ethical leaders on employees, the construct of ethical leadership (Brown & Trevino, 2006; Trevino Running Head: ELEVATION AT WORKElexation at Work. The Effects of Leaders’ Moral Excellence.Michelangelo Vianelloa Elisa Maria Galliani1 Jonathan Haidt vianello.galliani.in-press.elevation-at-work.pub510and interpersonal relationships, and the promotion of such conduct to followers through two-way communication, reinforcement, and decision-making” (Brown, Trevino, & Harrison, 2005, p.120). Ethical leaders act as moral role models, promote ethical conduct by setting ethical standards, and make princ vianello.galliani.in-press.elevation-at-work.pub510ipled and fair decisions that followers can observe and emulate.It is not our goal here to reconcile these overlapping conceptualizations of leadershivianello.galliani.in-press.elevation-at-work.pub510
p’s moral and ethical components. We simply observe that ethics is widely thought to be crucial for leadership. Notably, with regard to the underlyingRunning Head: ELEVATION AT WORKElexation at Work. The Effects of Leaders’ Moral Excellence.Michelangelo Vianelloa Elisa Maria Galliani1 Jonathan Haidt vianello.galliani.in-press.elevation-at-work.pub510 (Shamir. House. & Arthur, 1993), internalization of moral values (Dvir, Eden, Avolio, & Shamir, 2002). values congruence (Brown & Trevino, 2006), personal identification with the leader and social identification with the collective (Avolio, Gardner, Walumbwa, I.uthans, & May, 2004), social learning vianello.galliani.in-press.elevation-at-work.pub510 and role mcxleling (Weaver, Trevino, & Agle, 2005). In Illis paper, we sought to develop a rationale and provide some first evidence supporting the ivianello.galliani.in-press.elevation-at-work.pub510
dea that an unstudied emotional mediator is sometimes at work when leaders behave ethically: the emotion ol moral elevation (Haidl, 2000). In two studRunning Head: ELEVATION AT WORKElexation at Work. The Effects of Leaders’ Moral Excellence.Michelangelo Vianelloa Elisa Maria Galliani1 Jonathan Haidt vianello.galliani.in-press.elevation-at-work.pub510loyees, and that tills emotion is related to an increase in employees’ altruism, courtesy, compliance, and affective organizational commitment.The Emotion of ElevationMoral elevation is the emotional response to the perception ol moral beauty or moral excellence (llaidt, 2006). Illis emotion was fii vianello.galliani.in-press.elevation-at-work.pub510st fully described by Thomas Jefferson, in a letter to a friend that made the c ase for the morally uplifting powers of great literature. Jefferson'svianello.galliani.in-press.elevation-at-work.pub510
friend had asked for advice on what books to buy for his library. Jefferson, who loved to give advice as much as he loved books, wrote back with a lonRunning Head: ELEVATION AT WORKElexation at Work. The Effects of Leaders’ Moral Excellence.Michelangelo Vianelloa Elisa Maria Galliani1 Jonathan Haidt vianello.galliani.in-press.elevation-at-work.pub510ys - genres that at the time were held in low esteem in part because of their appeals to emotion. Jefferson justified his unconventional advice by arguing that repeated exposure to moral exemplars will foster a young person’s moral development by triggering strong and beneficial emotions:When any .. vianello.galliani.in-press.elevation-at-work.pub510. act of charity or of gratitude, for instance, is presented either to our sight or imagination, we are deeply impressed with its beauty and feel a stvianello.galliani.in-press.elevation-at-work.pub510
rong desire in ourselves of doing charitable and grateful acts also. On the contrary when we see or read of any atrocious deed, we are disgusted with Running Head: ELEVATION AT WORKElexation at Work. The Effects of Leaders’ Moral Excellence.Michelangelo Vianelloa Elisa Maria Galliani1 Jonathan Haidt vianello.galliani.in-press.elevation-at-work.pub510our virtuous dispositions, thereby making them stronger. He asked, rhetorically, whether well-written accounts of virtuous action “do not dilate [the reader’s) breast, and elevate his sentiments as much as any similar incident which real history can furnish?” (Jefferson, 1771/1975. p. 350).In this l vianello.galliani.in-press.elevation-at-work.pub510etter, Jefferson lays out the basic features of an emotion in much the way a modern affective scientist would by listing its component pans. Elevationvianello.galliani.in-press.elevation-at-work.pub510
is elicited by acts of charity, gratitude, fidelity, generosity, or any other strong display of virtue. It leads to particular physical feelings: a fRunning Head: ELEVATION AT WORKElexation at Work. The Effects of Leaders’ Moral Excellence.Michelangelo Vianelloa Elisa Maria Galliani1 Jonathan Haidt vianello.galliani.in-press.elevation-at-work.pub510otivation or action tendency: emulation, the desire “of doing charitable and grateful acts also." Il is the opposite of the disgust reaction towaids vice. In sum. elevation is a response to acts of moral beauty in which we feel as though we have become - for a moment - less selfish, and we want to a vianello.galliani.in-press.elevation-at-work.pub510ct accordingly.There is evidence that Jefferson was right. Algoe and Haidt (2009) found that participants who recalled morally elevating events (compavianello.galliani.in-press.elevation-at-work.pub510
red to positive but non-elevating events) were more likely to focus their thoughts and motivations on people other than themselves, including desiresGọi ngay
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