Conversations about ethical leadership, whether in academia or in applied business ethics,assume leadership to be conscious and purpose driven. Harry Spence*, of Harvard’s Kennedy School wonders how our discourse on leadership has only been marginally influenced by “the deepening realization of the impact of our nonconscious processes on our behaviour and decision making…In the absence of knowledge of our nonconscious internal dynamics, leaders regularly betray the very organizations they presume to lead.”
I believe it is time to review our current ethical approaches to assisting individuals and organizations. We should be considering what an ethical framework for Nonconscious leadership might look like.
*Read his full article at The Harvard Business Review
Tags: Decision Making, Leadership
