As societies become more polarized, there is increasing pressure for business leaders to have a sense of purpose and to make moral decisions. Being a good leader requires both a keen understanding of the realities of human decision making as well as an analysis of what is right and wrong. This book integrates lessons from three intellectual traditions – psychology, philosophy, and political economy – to guide readers on a journey to rigorously explore their values and decision making. The authors begin by examining people's intuitions about right and wrong. They then clarify principles that embody these intuitions and help readers engage with others whose intuitions or principles differ from their own. Ultimately, this book teaches readers how to be strategic as they lead with their as individuals, as designers of organizations, and as businesspeople interacting with societal institutions.
This book’s central thesis is that core values are at the heart of effective leadership. It talks about descriptive ethics, or how genuine moral judgments are made. Simply put, it says that to lead effectively, you must be someone that others desire to follow. Leaders who make decisions based on a core set of resonant principles inspire people. According to the book, a leader’s values are what make them most engaging. Regardless of the level of leadership, it is essential to understand one’s ideals. Furthermore, the main ideas in this book apply to many kinds of organizational structures, including governmental and nonprofit institutions. The book may be fascinating to military officials, educators, high school basketball coaches, clergymen, product managers, physicians, and many other people in addition to CEOs of huge organizations.
Required reading for the Stanford MBA program! A very nice overview of deceptive and normative ethics as they apply to business decisions and situations. Engagingly written, concise, and practical applications.