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Ethical Issues Author(s): D. Ladkin Source: Journal of Business Ethics, Vol. 65, No. 1 (Apr., 2006), pp. 87-98 Published by: Springer Stable URL: http://www.jstor.org/stable/25123772 . Accessed: 01/02/2014 13:39
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? Springer
2006
When Aren't
Notion
of "Dwelling" Might
Help
ABSTRACT. tological decisions ers. nature approach an ethical "coming their and and
This
paper
offers
an
alternative to making
Introduction This to alternative approach as an ethical resolving experienced having component by those exercising leadership, whether or informally, within The formally organisations. or principle-based limitations of deontological, paper considers issues ethics
by of
It argues of
organisational
an
leadership which
Such
into account. takes these aspects explicitly is offered in the re-conceptualisation of the part of leaders as those a process affected notion into of
right and
relation" actions.
vis-?-vis Heidegger's of
as well
decisions
or utilitariansm
as a means of
"coming
right
dwelling: engagement"
"active
the view being too abstract to be usable, along with that the philosophical with which they are language to those engaged in is off-putting often presented organisational
However, this
and ways
leaders on are the ways
in which
suggested. adopting implies
they might
The a a paper "dwelling"
be practically enacted by
concludes approach by reflecting to resolving of leadership
life
paper
(Monast,
argues that
1994;
another
Stark,
key
1993),
reason
ethical itself.
issues
re-conceptualisation
and utilitarianism often fail leaders why deontology account is that such approaches do not adequately for the reality of leadership practice: its contextual and contingent the relational nature, along with lies at its heart. When dynamic which principle based or utilitarian do not adequately approaches address aspects of relational this paper practice, proposes approached "coming
between
KEY WORDS:
leadership,
business
ethics,
ethics, Heidegger
relational practices
and ethics,
leadership
that appropriate
ethical
conduct what
a
(Cheney,
given
Donna
Ladkin
is Director
of Research
at
the Centre
for
Lead
at the University where she UK, ership Studies of Exeter, MA also acts as Programme Director Center's in the for current Her interests research Studies. include Leadership leadership in complex as an aesthetic how form, as well as situations, leaders innovative take ethical action to
"Coming
attending a situation, both
into
to one's as as well
right
own to others'
relationship"
values who and have
approaches
of decisions.
developing leaders. Exploring the interface between philo sophical concepts and theirpotential application is a keyfocus
of her research approach.
listening is a particular quality to the kind of characterised here, engagement suggested by the notion of phenomenological "dwelling" (Heidegger,
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88 D. 1971). At its heart, dwelling requires actors to be as to well as to influence, be influenced willing by, to the other. By adopting a "dwelling" orientation ethical of intransigent or their emergent nature, the ensuing decisions actions could not have been foreseen at the genesis of the interaction. Before this argument presenting more fully, the paper frames its positioning vis-?-vis leadership, of more traditional ethical problems and then examines frameworks further the hmitations the for dealing with faced by organisational leaders. deliberation, result from seemingly truly creative resolutions can situations. Because
Ladkin is experienced, it is successful there is little why or about what it is how it can be agreement accomplished. such as Gemmil Post-modern and Oakley and critical theorists (2004) (1992) andWood
question the viability of the concept inWood's that the Western words, "leadership" speaks of a "misplaced The view taken within
this paper
is a highly context-dependent at its heart, along with other theorists (Northouse, 2004) it is a social and relationally based practice which to do with influence. As such, ethics has something particularly the ethics of how power inherent part of the leading process. is exercised,
is an
Why Much
focus
on
leaders?
I do not want to infer that management Secondly, or that the not does also have an ethical dimension, distinction between and managerial leadership
behaviours is clearcut. However, to the extent that
ethics literature applies than rather focusing on leaders generally se. This addresses ethical action per paper particularly as it pertains to leaders for several reasons: to managers ethical Although is an important action aspect and decision of managerial entwined with making roles,
leading power,
managing
of influence and the deployment this argument is aimed a leading, rather than involves
activity.
Difficulties
in
of "Leading"
such a way that one exercises one's
relationships. (1995) goes as far to say that good is necessarily ethical leadership leadership because of its relational aspect. to the practice centrality of relationship Bass and Avolio, of leading 1985; (Bass, one reasons is the of 1993) key why deon tological
always
of power leader/follower
Leading
in ethically appropriate ways power can be very difficult. The particular kinds of ethical this paper aims to address are those which problems and influence
are not easily resolved through recourse to organi
The
codes
and utilitarian
serve leaders best,
approaches
whereas
may
they
not
may
informed relational ways of held, subjectively more in the world, and fashioned, objectively
rules. They also arise when codes of practice
appropriate
to managerial
action
do not even
making. to ethical deliberation the approach in this paper in dwelling grounded proposed a radical of implies re-conceptualisation as not is which itself, "leading" necessarily Finally,
relevant for "managing".
the specific issue at hand. They are the kind of problem evoked through competing, or when for action conflicting priorities, options raise questions of the sort, "What is the least worst address include instances such as
which
the way in this paper serve to frame the overall argument. The first which is to problematise the concept of "leadership". Al a of literature exists about what though plethora There about in constitutes leadership, how it is accomplished, how it
to requests
is undergoing who employee long-standing severe personal distress? of an organisation What should an employee do when of the orga they discover members are engaged nisation in wrong-doing, but
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When Deontology
and Utilitarianism
Aren't Enough
use in the as the
89
the admission of the truth will harm inno as as well cent, guilty parties? How should a leader handle cases of organisa around tional confidentiality strategic plans, when information know subordinate's may ven
nate?
little
of why
company many or
to on
instrumentally
(213).
effect a they have would career choices, which the leader about because of confidentially gi on the part of the subordi
This
information
is supported by the kind of response often evoked from organisational leaders encountering the From of business ethics. their topic perspective, initiatives to make them more aware of the need to
to certain codes of practice can seem irrele
view
adhere
vant In each case, it is assumed that the leader to act well and aims to make WANTS ethical achieve judgement
However,
he
or
she
guidance
can
as
truly test case The following study and the issues it raises. The situations which altered involved. in order of those
in
to
circumstance.
the best way forward may not be readily discerned through recourse to established organisa tional rules or guidelines. Limitations to "Business In contemporary
come to mean
* * *
of current Ethics"
approaches
for a of European Manufacturing Vimex. manufacturer, appliance some of its key components to a
times,
adherence
business
to codes
ethics
of
has
largely
or the
Sadie Co, with whom smaller, family run company, a it has done business for number of years. Sadie Co's director and founder isMax, with whom managing Sadie Co depends Jake has an amicable relationship. on Vimex for about 60% of its business, and over the years, have worked closely to companies even to the point that Sadie Co produces gether, specialised components solely for Vimex. Over not met curred the past 6 months Sadie Co has however, to its commitment orders have been Vimex; the two
practice,
of
systems
delineate,
Cummings of business
of objectification,
meta-narratives
unaffected
born
in opposi of this approach are, paradoxically, tion to what many of us know the modern world of
to be ? that is, post-modern; in which
late and an increasing number of defects have oc in units delivered. the grapevine, Through has heard that Max's wife has been Jake diagnosed
with inoperable cancer, and Jake assumes that Max
organisations
has
meanings
are constantly shifting, in which we are to acknowledge the plurality of stories encouraged no one is and wherein life, informing organisational
to have an undisputed corner on "truth".
running
taken
his
eye
off
the
believed
Jake is under pressure supplier and discontinue Co. Vimex's of the business
from his MD
to find another
He
the irony of the growth of business ethics of "codes of con literature, and the proliferation are ever more duct" which for lacking in meaning on this in which we operate. Elaborating the world idea he writes:
"...many tute people's amounts to, guide to now regard the current of as in what to a codes that consti ethics as world is of a
notes
should not engage in the personal af in other words, in a situation fairs of their suppliers such as this, impartiality is best for Vimex situation. is needed without and Jake should do considering Max's have no
what
Jake would Normally, a relationship with discontinuing not servicing the business cerned not to add to Max's of his situation.
business
difficulty a supplier if they are properly, but Jake is con troubles the given is not con
practical by
characterised
situations,
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90 D. would Vimex At be able to supply the specialist components that and Sadie Co have collaborated on to create.
Ladkin in line with writers such as Stark Jake. However, I and Monast would (1993) argue that in this (1994) is let down both and instance, Jake by deontological utilitarian is approaches. A deontological approach embedded in the firm's Code of Practice requiring on Jake's part, with the consequence impartiality that he should not take Max's situation into account
the end of the week, Jake ismeeting with his to the problem. Jake is boss who expects a resolution not sure what to do, he is loathe to add to Max's difficulties, Vimex. He's arrive both and he had also has a few to serve the needs of to of sleepless nights trying which takes the interests
at a resolution parties
when
into account.
* * *
on his course of action. However, deciding to values strong personal Jake holds pertaining as to he would like be others around treated; treating caring for individuals with whom one has either a the personal or professional relationship; of and importance compassion playing a role in relations with deontological and around
to the argument
presented
trustworthiness
in a conflict himself be Jake experiences tween what demands of him the organisation sake (discontinue for expediency's the rela tionship with
the correct
Sadie Co)
way to
and what
he feels
Max,
is
behave
towards
upon principle impartiality is built may be correct in many instances and is often important in preventing unfair advan not at stake in is this issue the tage being given, really this particular situation. From consider a utilitarian the best course utility
result
to situation. Jake wants given his personal in consider Max's his decision about position what If he tice, action should to do. to his company's it seems clear that Max on resorts Code should of Prac base his he he for an
of view, point Jake might of action in relation to the options offer. This
resolution
greatest
doesn't
different
in a
approach
either. Al
clearcut
though
endeavour
it may
will
seem
to find
not
which
it
plier will be able to provide a better level of service or product. As is often the case when utilitarianism
is invoked as a way forward, there are too many
unknowns
of benefits
and costs
finding better
supplier would really be in the long term. The for Vimex established between the two relationship and firms has been beneficial mutually another to supply another able company finding Sadie Co the specialist components which has developed for Vimex may be difficult, if not impossible.
to be adequately ascribed. both deontological and utilitarian Furthermore, a in omit of the key aspect approaches position which finds its relational dimension. himself; Jake I propose, This can be done, through considering what constitutes vis those involved in greater depth into right relation" vis-? "coming in the situation, a notion explored below.
How
and utilitarian deontological let leaders down approaches and Werhane believe that (1999) point out, some
relation"
as an approach
As Donaldson philosophers
ap consequentialist and deontological, exhaust available similar all possible to leaders to that of
about
the differences
between
reasoning in situations
of making ethical decisions, asserts that Carol Gilligan ways of deciding (1982) is ethically correct have a distinct gender bias. what Her work showed that traditionally, men often refer
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When Deontology
Aren't Enough
to principles truth" informed by ideas of "objective to decide what is correct. For instance, in line with a a man might that one should be honest, principle or truthfully when his wife asks him whether even if he thinks not he likes the dress she iswearing, answer it is dreadful. A woman, the same dilemma, will faced with more often resort to action which will preserve and or not in deciding whether reinforce the relationship argues that response. Gilligan to male of the ways although according thinking, woman is lying if she says she likes the dress even if are actually differently she does not, her priorities In other words, Gilligan formed. that for proposes action is centrally informed ethical women, by
relational values.
in Aristotle's
ap Nicomachean
more Ethics (1976) and popularised by recently the Alasdair Maclntyre view that ethical take (1985) action is the manifestation of a virtuous character. A key is their ethics approaches context in of the of importance acknowledgement is For what Whetstone instance, defining "right". (2001) asserts: component
are 'Virtues and vices fully context the overall sidering a tue is not merely principle, of virtue that the requires sights concerning the understood of life the person of only and work. of by A an con vir ethic in is
of virtue
to offer
a "truthful"
context
most The
(105).
Gilligan frames this approach as an "ethic of care", that tends closely to the nurturing of defining rela the importance tionships between people. Likewise, of maintaining and nourishing is at the relationships heart notion of "coming into right an as to action. ethical (2003) approach as into right relation" with another, "Coming a reciprocal described and involves by Cheney, relation" interactive way engaging and independence of of which honours Such the an the other. of Cheney's
to contribution virtue possible approaches ethics could make to managers and leaders operating contexts within is currently organisational being a of business ethics theorists. range by explored Writers such asWhetstone (2001) Hartman (1998)
of business of context
integrity is based on a concern for "lightness" approach a particular situation rather than a notion of within on this constructed "truth". Expanding objectively notion of "lightness", and Elgin Goodman (1988)
write:
of leadership
reflective
necessi
on is dependent actors, and one which organisational their own moral development. Still, practical ways of are virtuous leaders difficult to locate. developing seems to incorporate A concept which the idea of into also sug while "coming right relationship" a means can that which is be achieved gesting by
"dwelling", to which this paper now turns.
can
provide
determining lightness; and working. (But this is neither pas coherence...fitting of fitting an active process of fitting to
gether;
original), jor
the
and
fit has
in what
to be made
may is being
(emphasis
minor into, fitted
in the
or ma or what
the making
involve
is dwelling? notion from a philosophical "dwelling" is most associated with commonly start of his At the phenomenology. of
adjustments
is being fitted
in, or in both"
(158).
of view
in Goodman and Elgin's sense then, is "Rightness" not something or objectively that is pre-determined a It is way of being which constituted. emerges from the engagement between of "right" way "fitting"
context.
Heidegger's
essay, (1971), "Building, Dwelling, Thinking" traces the roots of the word "Bauen" Heidegger, the German word into the translated commonly mean this enriches English, "building". Heidegger that in its original sense, "Bauen", ing, suggesting means "to dwell" in turn, means "to (146) ,which
remain, to stay in a place". The "Nachgebur", or
The
ethical
the importance
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92 D. in English, is "he who dwells nearby". 'neighbour' an connection the between Noting etymological German verb "bis" and "bauen" ("to be"), (to asserts that "dwelling" constitutes dwell) Heidegger a central be feature of human a human being means to dwell." it means experience, writing, to be on the earth (147). is associated "to as a
Ladkin are. Foltz out points recovers thinking that an aspect of earlier, Greek this
(1995)
Heidegger's notion of ethics, and ismore into right relation" "coming expands on this:
understanding scope of of
mortal,
of
the retrieving
ethical it of
a with "dwelling" lin It connotes particular quality of engagement. an a in attention unhurried As way. gering, paying Colloquially, it is suggests openness, quality of thought dwelling or forceful so directed as "pondering" not quite As while being more focused than "day-dreaming". an activity, dwelling a cre place, implies affecting ating while a home space perhaps, which reflects the self sympathetically of the space itself. In Heidegger's
connotations. Similar
ethics,
of moral of
that action,
questionable of human
that
bearing entities, of
turn dwell
are
held
representing
wither
poetically
(168-169).
to the common
terms, dwelling
This
passage
summarises concept
a is strongly associated with dwelling in Heidegger's As writing. "poetic" way of being such, it can never be wholly through apprehended or hermeneutics rational ways of completely a our in the role both key knowing; imaginai plays the term, understanding, is There description
here.
Heidegger's nature, and secondly, and promotes. encompasses notion that readily put issue by considering "staying with", dwelling:
"engagement".
features of key of dwelling, its firstly, poetic the kind of ethical relations it into the might I'll explore practice? three further aspects of But how "comportment", and
two
be
of dwelling and
which
to explore
be
Heidegger
connection
Staying/being Heidegger
to "stay
tween which
However, peace", ger
bauen like
to be within
the Old
it is also
bauen means
Gothic
is
with".
We
know
that
"safeguarded
dwell",
"to
denotes
a certain
or to
quality
take
of being,
time with.
it means
Similarly,
asserts:
linger",
perhaps,
to
be the
set free,
means the
to
at
in Heidegger's
mode of attention.
terms, dwelling
However,
indicates
there are
a lingering
at least two
preserve, in is this
each
character
of dwelling
and preserving"
(149) (emphasis in the original). Here I am noticing quality Heidegger this passage, which through asserts dimension. Heidegger the extra
notion differs from the ways Heidegger's are particularly rele which connotation colloquial vant to enhancing of contextual the development
awareness.
in which
that dwelling requires a kind of caring from us that Elsewhere and (1971: 151), he "spares preserves". writes allows entities to that this kind of dwelling come into the fullness of themselves, it is the kind of enables entities to exist peace "being with" which ably ,without having to be more than they already
one is aiming to first focuses on that which worked with Heideg As who have with. those stay was devoted ger before will know, he fundamentally to exploring the nature of "Being" and explicating was In dwelling, 1962). Heidegger (Heidegger concerned that particular attention was paid to the The "being" extremely thought ofthat which was simple terms, of as the "essence" being engaged this "beingness" of a thing. with. could In be to
In order
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When Deontology
Aren't Enough
93
(either a person, an entity, or "stay with" something to its even a thought) , one has to pay attention
"Being".
is 2001; House 1976) and her or his viewpoint in very present interpretations, making judgements, and decisions. requires a very dif "Staying with", ferent
to the
requires a particular quality of attentiveness. the means by which Zimmerman (2000) describes This this kind of attention can be achieved in the fol lowing way:
"Before ately dwell with we can other the dwell beings house and we and must learn
kind
other
of leadership
rather than
presence,
necessarily
one
that attends
one's
asserting
own
above
position.
all,
Such
attending
to letting
requires
go of
time
one's
and
pre
commitment
appropri learn to
'within
to hear
and goals. perceptions of ways exists along a continuum "Staying with" to its most extreme form, it could of being. Taken a capacity most with associated involve often "enlightenment", the self in order "staying with"
involve engaging
conceived
the
language
(Logos)
of Being"
itself de of being the "language" focused and active kind of attention. to perceive below the of things, to the very heart of aims
also, at amore
active and
quotidian
level, through
conscious
openness
of attending
at hand.
surface of appearance To attend in this way their meanings. requires an as as well openness of heart acuity. It also perceptual a certain psychological that of demands capacity, self-concerns allowing encounter. This kind aspect of "staying with" detail. In "staying with", must to "take a backseat" is the in the second in more of withdrawal
Inquiring of the various stake holder groups and really listening to their concerns and the their con and emotions behind assumptions
cerns,
Seeking of the
brought
to understand situation
you to the
more
and which
current
is attending the person who so to the attention much pay their sense of self. Heid
and he suggests
state,
the
emotional and
"presencing",
negative
as more
and hard
pleasant ones,
the "Being of Beings" that through such presencing, comes 1971: 151). into manifestation (Heidegger describes this Zimmerman (2000) capacity:
"such sing', 'presensing', or a clearing paradoxically, or opening requires in which an to 'absen occur
Being chance
on the
insights, might
Creating situation;
having
new
ways
draw
rewriting
others
practical let go of
sense, our
In other words, is concerned with the leader who a given or to his her capacity "stay with" developing can a situation build this in number of ways. At a basic level, consciously to conclusions, to remain and instead work jumping the leader might open and inquiring. Alternatively, or to meditation other practice begin consciously reflexive the leader could practice attending more to his or her habits of judging and
interpre
ments,
analyses, importantly, judg in order to be fully available. Through this can the other reveal aspects of him quality of openness, or herself which might otherwise remain hidden.
tations,
and most
our
much
to This way of being could be seen as antithetical as effective is proposed of what leadership In much literature about leadership, the practice. leader is the person who influences (Burns 1978;
in order to build the capacity to disciplines in away which with" the other enables him or "stay to her the meanings behind the sur really perceive face appearance of difficult situations.
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94 D. a kind of attitude then promotes "Staying with", is open the other, which and receptive and essential to "coming into right relationship". This itself in an embodied way of being communicates to fashion, through the leader's "comportment".
Ladkin and Galapagos tortoises. Their way spider monkeys, fit into the spaces shaped by the animals' of moving awareness. 1999: 128) (Cheney Cheney goes on ethical appropriate the way we the most crucial that in arriving suggest ? our decisions comportment enter the arena of such decisions, may to at be
Comportment In his essay, The Essence of Truth (2002) Heidegger about his notion of "comport extensively
He asserts that comportment is a way of
writes
ment".
"fit". This way orientation by an "ethical-epistemological Cheney, to attentiveness" This entails (2002: 6). assuming the other with whom we relate has a valid and important and comporting in such a way ourselves viewpoint, that enables back
"standing open to beings", a way of holding oneself is essential to dwelling in relation to the other which on He elaborates this, writing: (122).
Every open relatedness is a comportment. Man's
to emerge. Referring that viewpoint to Heidegger, this "dwelling" type of com to would be characterized portment by a desire ? a "free" the other to be most themselves fully
comportment which cares and preserves the essen
open
and
tialness of the other. neces This is not to say that ethical engagement ? sitates dismissing one's own views in fact, dwelling on the part of all of those requires active engagement
involved in a given situation or circumstance.
become
of being
to Heidegger then, the way one com According is for oneself essential ports creating a space wherein can as they truly are. This reveal themselves things "sparing" things to be as they truly are enables them to be free in a way which is central to his idea of "care". Perhaps this concept might best be illustrated by a story recounted
wise writes about the
Dwelling To
as active
illustrate
this point,
cerning writes:
...to
the Essence
of Truth
by Cheney
centrality of
(1999)
"how
who
one
like
orients let things but be ? does the beings. to be preservation, beings To which open let be in each not opposite. On the refer To other only to indifference engage oneself this rather with is not neglect let be hand, as or is to to the
oneself ethical
vis-?-vis
as key the
in establishing of a in
Cheney journalist
producing
be mere ning
sure,
understood
who
sign language. The journalist quickly in the people found herself much more interested than the chimps. The actors, for instance, who were in to make the programme, swanned in and brought had learned out without scientists who with interest in the chimps. The taking much had worked with the chimps engaged but in a somewhat distanced way. But
they
region comes to
openness
bringing
openness,
as it were, One
along with
them, the carers and the chimps the relationship between as the journalist observed:The was different, han a soft, acute, 360 in with dlers, I noticed, walked
degree awareness; they were receptively establish
that passage suggests a high degree of transpar informed by "letting be". ency within relationships The self must also be open, in order to engage with
the openness of the other. This may seem a na?ve or
stance often
with
of
at
the
role
two
power
and
organizational
least
settings.
aspects of
chimps,
perhaps
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Deontology
95 the
which
can helpfully
itself. of "engagement" of The kind engage requires engagement. Dwelling ment characterized and open com by staying with that more is different from portment typically it is still very much associated with leading. However, an engaged way of being. Heidegger makes the point that building and dwelling
and as
ideal supplier, often going out of their way to supply parts at the lastminute and also to alter their own production process to better suit Vimex's needs. For Jake, taking the business, which he knew Sadie Co relied on, away, was akin to "kicking a man when he was something Jake was loathe sense of empathy for Max, that sense of care was,
his own company's needs.
Sadie Co
already down", to do. Jake had a strong and at this point in time outweighing
are necessarily
are related is all we as two as end have
entwined:
in Jake's mind,
this
building something
separate in
to "Staying With", Turning Jake considered It what he actually knew situation. about Max's turned out to be fairly little. Much of what he as sumed was relationship business. Jake decided to "lay his cards on Max business
situation.
time of the
essential
building
is in
already to dwell
their Jake liked Max, bounds the of beyond to arrange a meeting with the table" in terms of his into Max's also to inquire
(1971: 146).
comes about through For Heidegger, then, dwelling One can't the active of building. engagement "dwell" by thinking about it. Likewise, ethical acts by dwelling require active engagement a it touches, with situation and the people rather than thinking about it from a distanced viewpoint. informed Dwelling ing and jective
cannot
concerns,
but
to find a into the meeting Jake went truly wanting ease the pressure on Sadie Co, solution which would as well as enable Vimex to get the reliability they wanted ing what in terms of supplying parts, without that solution might be. He decided know to open
requires
of subjective know can only occur through with. Without such sub into right relation"
about the pressures by telling Max at to the increase in Vimex due facing encouraged Max his own personal the conversation to the personal terms of his wife's to speak frankly and professional Max discov difficulties Max
"coming
"solutions" Secondly, resulting from this kind of are approach necessarily emergent. For how can the be known forward of before the process way an to A leader find engagement begins? striving amulti-dimensional ethical way forward within and situation will learn far more of the multi-stakeholder nuances and textures of the territory through it. Through so, completely engaging with doing novel and previously unimagined paths could un to be influ if the leader is willing fold, especially enced by emerging In and insights perspectives. order to explore how this might work in practice, I'll return to Jake's difficulty at Vimex. do to point of view, Jake wanted to could rather than everything help Max, cause him further distress. Over the 5 years that From he had been a relational
in illness, a key facing member of staff had also left the company and Max was having trouble filling the post. The manager who
Vimex's
had
responsible
for overseeing
A member
solution of
a Vimex would second emerged. its staff to Sadie Co for a period of to help get over the period until a new was found. This would
restructure had meant
help Vimex,
that one
as
or
organisational
over a staff members needed redeployment short period of time. This member of staff would look over Vimex's supply in particular, and also learn as much about Sadie Co as possible, in order to discover tween other ways the two firms. synergies could be found be
two
Vimex
engaged with Sadie Co, Jake had to like and to respect the way he was Max, grown his the recent troubles, company. Until running
* * *
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leading
implications
implies Using
decisions
dwelling
as a
to make of the
ethical
approach suggested here aims to help leaders into contextual develop sensitivity in order to move relation" evoke with those process answers of "dwelling" does not provide ready-made to the ethical conundrums faced by leaders, but their ethical people sensitivities. or The situations
re-conceptualisation
of
their to one
"right which
omnipotent necessitates
approach side and "knowing" trusting that good ways forward will emerge through interactions with those involved open and engaged putting in the different leading: In practicing the leader with", "staying attends to the present and the factors which have shaped that present rather than focusing his or her energies solely on the future. This noticing of the through
gleaned.
positions
this
rather suggests aspects of the situation which should over to in actions. be attended deliberating possible Its contribution is a process in which organisational levels of "inten leaders might engage (at various to at in arrive order decisions and actions sity") which best fit the given circumstance. In summary, I am suggesting that a process based a situation in dwelling encourages "staying with"
than rushing to a solution, comporting oneself
situation.
rather
enables to be
new
contours and to be
that expresses care for the other and their full recourse and engaging actively with Such an approach subjective experience. surprising resolutions to issues of ethical
revealed
in many ways, particularly is demanding Dwelling to the extent that it challenges leaders to embody are antithetical to much of the vast behaviours which canon
nature,
of
"leadership"
theory
pace
and practice.
and time.
By
"Dwell
its
it requires
a certain
influenced
in the world
to how ing" cannot be rushed. This is in opposition to be. of organisational life is perceived much as a of foundational with" way being "Staying
confronts as "time organisational is money" and cultures "efficiency run to mantras counts". such Over
The vision
leader of but
a emerges.
is not the
worked
with"
and harassed
leaders will
feel
there
is "no "staying
decision,
engagement, wherein tion
instead,
enables
a process
created situa
and inquiring
resolution
one of the capabilities of a leader which However, most theories support is the importance of the ability to context. This capacity to respond appropriately over time, be developed kind of attending. Knowing particular is going on in an organisation what can only business decisions, Furthermore and through a enough about
of implications important Perhaps one of the most such a stance relates to the leader's relationship with to participate In order in this way, the power. suspend positional a way that enables him or her In practical with the emergent process. genuinely such
terms, one's this position requires without relaxing control, it, contributing and surren advocating
leader must
or
role
in power to engage
good let alone good ethical ones, takes of of view the point from time. to know time effective getting leadership, spending and its context should probably be a the organisation When compared key "leadership" pre-occupation. to the costs could of "fixing" have been downstream avoided difficulties more through
to make
dering
is
in which
one
engaged.
which
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When Deontology
and Utilitarianism
Aren't Enough
97
appears thorough reading of context, "staying with" to be a valuable organisational capability. caused by the Along with the practical difficulties time a dwelling approach requires, its enactment also seems to contradict much of what is taken for the suggestion that leading. Certainly, granted as well the leader needs to be able to BE influenced, to as influence, heroic stands in opposition many a growing ideals of leadership. However, body of about literature more offers alternative models of of leadership aligned both to the needs contemporary Such of "dwelling". offered
to many who of the leaders I meet, to needs balance struggle competing organisational the leader's which don't always take into account own desire to act with personal integrity. Finally, as important an approach
gaged processes,
informed
dwelling
by of
emergence
can enable
through
new,
en
creative
outcomes
leaders coming into right own relation with both their deeply held values, and others affected by their decisions.
as a result
by and Greenleaf others, (1977) Spears (1995) among (1996) and suggested by Pollard "quiet leadership", and Aditya distributed (House 1997). leadership These that leaders do not theories, which recognise hold all of the answers, that much of the knowledge can be made is decisions effective upon which and that within the organisation, held collectively recognise ethical relations could, to be I believe, described ethical at the heart be enhanced here. dilemmas from a of by leadership practice, the practice of dwelling Finally, approaching
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