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Motivating managers to develop their moral curiosity

Leslie E. Sekerka (Ethics in Action Research and Education Center, Menlo College, Atherton, California, USA)
Lindsey N. Godwin (Champlain College, Burlington, Vermont, USA)
Richard Charnigo (Department of Statistics and Biostatistics, University of Kentucky, Lexington, Kentucky, USA)

Journal of Management Development

ISSN: 0262-1711

Article publication date: 8 July 2014

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Abstract

Purpose

The purpose of this paper is to focus on an inward drive and commitment toward ethical discovery, which the authors refer to as the competency of moral curiosity. When directed toward moral decision making, the authors believe this ability can help managers effectively respond to their ethical challenges and contribute to an organizational environment that supports ethical performance.

Design/methodology/approach

After presenting insights from the literature on curiosity and establishing its relevance, the authors describe a specific experiential learning tool designed to cultivate moral curiosity in organizational settings. The authors conduct a field study using this process to explore how moral curiosity can be strengthened through experiential practice.

Findings

Results from the field study suggest that engagement in balanced experiential inquiry, a process that asks managers to reflect on their salient ethical dilemmas and then engage in both individual and collective meaning making, positively influenced participants’ curiosity toward moral decision making.

Research limitations/implications

Limitations include challenges inherent to the field-study design, including lack of a control group and limited ability to predict long-term impacts of the intervention. Despite these concerns, the study has useful implications for managerial training and development. In particular, providing safe spaces where managers can discuss their ethical dilemmas is an important element of supporting their development into morally curious leaders who are interested in pursuing business ethics.

Practical implications

Findings suggest that providing safe spaces where managers can discuss their ethical dilemmas is an important element of supporting their development into morally curious leaders who are interested in pursuing business ethics.

Originality/value

The paper contributes to the research literature on ethics training and education for managers. The authors introduce the construct of moral curiosity as a competency that can be developed through experiential practice in organizational settings.

Keywords

Acknowledgements

Special thanks go to the United States Naval Supply Corps for their support of ethics training research. The findings and opinions expressed in this paper are those of the authors and do not necessarily represent the views of the United States Navy. Special appreciation is extended to the participants in this study, their openness and candor made this study possible.

Citation

E. Sekerka, L., N. Godwin, L. and Charnigo, R. (2014), "Motivating managers to develop their moral curiosity", Journal of Management Development, Vol. 33 No. 7, pp. 709-722. https://doi.org/10.1108/JMD-03-2013-0039

Publisher

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Emerald Group Publishing Limited

Copyright © 2014, Emerald Group Publishing Limited

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