Essays on Leadership Ethics
- New Horizons in Leadership Studies series
Edited by Joanne B. Ciulla, Terry L. Price and Susan E. Murphy
Chapter 2: Emotional leadership, emotional integrity
2. Emotional leadership, emotional integrity1 Robert C. Solomon the leader is in the realm of transcendence, Beyond the inessential freedoms. He decides. And a mysterious grace makes his decision what is essential. (Jean Paul Sartre, Notebooks for an Ethics, p. 10) Leadership is about people’s emotions. People are moved by their emotions. People are motivated by their emotions. People are “swayed” by their emotions. People make decisions on the basis of their emotions. (Indeed, recent research has shown quite convincingly that rational decisions are quite impossible without emotions.2) What’s more, emotions are “contagious.” They affect other people, not just by virtue of the consequences of emotional behavior – that is very obvious – but our emotions determine, often by way of a demonstrably sub-rational and unconscious route, others’ emotions as well. An inspirational leader spreads his or her enthusiasm, virtually injects it, into his or her followers. And more generally, an atmosphere of enthusiasm generates more enthusiasm, as laughter generates more laughter, as anger and indignation generate more anger and indignation, as despair generates more despair. Whatever else an effective leader does, whether he or she makes people think, or remember, or act, he or she makes others feel, whether pride or hatred or indignation or love or fear. Accordingly, there has been considerable interest in the role that emotions play in leadership, but most of it has been interest in the emotions of followers, the emotions inspired, evoked, or provoked by leaders. Thus Aristotle, in his Rhetoric, literally wrote the book...
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