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An integrative ethical approach to leader favoritism

Author

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  • Inju Yang
  • Sven Horak
  • Nada K. Kakabadse

Abstract

Relationship building is one of the most important aspects of leadership; however, it can pose ethical challenges. Though particularistic treatment of employees by leaders, that is, leader favoritism, commonly occurs, it is conventionally regarded negatively as fairness norms require leaders to treat followers equally. In this conceptual study, we explore different views on leader favoritism based on different ethical principles. We develop an alternative to the conventional view and suggest that leader favoritism may not necessarily lead to negative outcomes when empathy‐based favoritism is applied. In this vein, we recommend drawing on the ethical principles of a utilitarian approach by balancing particularism and universalism, which is also helpful to build organizational social capital. We contribute to leadership theory by developing an early concept of an integrative ethical approach to leader favoritism.

Suggested Citation

  • Inju Yang & Sven Horak & Nada K. Kakabadse, 2021. "An integrative ethical approach to leader favoritism," Business Ethics, the Environment & Responsibility, John Wiley & Sons, Ltd., vol. 30(1), pages 90-101, January.
    • Handle: RePEc:wly:buseth:v:30:y:2021:i:1:p:90-101
    DOI: 10.1111/beer.12309
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    References listed on IDEAS

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    1. Faridahwati Mohd Shamsudin & Shaker Bani‐Melhem & Rawan Abukhait & Rekha Pillai & Samina Quratulain, 2023. "The role of leader favoritism, unfairness, and employability in employee psychological withdrawal behavior," Business Ethics, the Environment & Responsibility, John Wiley & Sons, Ltd., vol. 32(4), pages 1185-1200, October.

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