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The Ethics of Affective Leadership: Organizing Good Encounters Without Leaders
Stockholm University, Faculty of Social Sciences, Stockholm Business School.
Number of Authors: 22018 (English)In: Business ethics quarterly, ISSN 1052-150X, E-ISSN 2153-3326, Vol. 28, no 1, p. 51-69Article in journal (Refereed) Published
Abstract [en]

This article addresses the fundamental question of what is ethical leadership by rearticulating relations between leaders and followers in terms of affective leadership. The article develops a Spinozian conception of ethics which is underpinned by a deep suspicion of ethical systems that hold obedience as a primary virtue. We argue that the existing research into ethical leadership tends to underplay the ethical capacities of followers by presuming that they are in need of direction or care by morally superior leaders. In contrast, affective leadership advocates a profoundly political version of ethics, which involves people in the pursuit of joyful encounters that augment our capacity to affect and be affected by others. Instead of being led by people in leadership positions, we are led by active affections that enhance our capacity for moral action.

Place, publisher, year, edition, pages
2018. Vol. 28, no 1, p. 51-69
Keywords [en]
affective ethics, care, leader-follower relations, leaderless leadership, power, Spinoza
National Category
Economics and Business Philosophy, Ethics and Religion
Identifiers
URN: urn:nbn:se:su:diva-152483DOI: 10.1017/beq.2017.34ISI: 000419033500004OAI: oai:DiVA.org:su-152483DiVA, id: diva2:1181575
Available from: 2018-02-09 Created: 2018-02-09 Last updated: 2018-02-09Bibliographically approved

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Thanem, Torkild
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