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What Would John Stuart Mill Say? A Utilitarian Perspective on Contemporary Neuroscience Debates in Leadership

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  • Dirk Lindebaum

    (The University of Liverpool)

  • Effi Raftopoulou

    (Keele University)

Abstract

The domain of organizational neuroscience increasingly influences leadership research and practice in terms of both selection and interventions. The dominant view is that the use of neuroscientific theories and methods offers better and refined predictions of what constitutes good leadership. What has been omitted so far, however, is a deeper engagement with ethical theories. This engagement is imperative as it helps problematize a great deal of the current advocacy around organizational neuroscience. In this article, we draw upon John Stuart Mill’s Theory of Utility as a theoretical framework to this end. Our discussion reveals several negative psychological and physical side-effects, which undermine the prevailing view that neuroscientific methods can be used without risk at work. We discuss the theoretical and practical ramifications of our analysis.

Suggested Citation

  • Dirk Lindebaum & Effi Raftopoulou, 2017. "What Would John Stuart Mill Say? A Utilitarian Perspective on Contemporary Neuroscience Debates in Leadership," Journal of Business Ethics, Springer, vol. 144(4), pages 813-822, September.
    • Handle: RePEc:kap:jbuset:v:144:y:2017:i:4:d:10.1007_s10551-014-2247-z
    DOI: 10.1007/s10551-014-2247-z
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    References listed on IDEAS

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    Cited by:

    1. Gazi Islam, 2017. "Editorial Essay: Mapping the Ethical in Neuroscientific Research," Journal of Business Ethics, Springer, vol. 144(4), pages 677-678, September.
    2. Sorin-George Toma & Paul Marinescu & Ionut Constantin & Daniel Costea, 2019. "Beyond Charismatic Leadership: The Case of Jack Ma," Manager Journal, Faculty of Business and Administration, University of Bucharest, vol. 29(1), pages 99-105, December.

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