What Would John Stuart Mill Say? A Utilitarian Perspective on Contemporary Neuroscience Debates in Leadership
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 h...
Κύριοι συγγραφείς: | ; |
---|---|
Τύπος μέσου: | Ηλεκτρονική πηγή Άρθρο |
Γλώσσα: | Αγγλικά |
Έλεγχος διαθεσιμότητας: | HBZ Gateway |
Journals Online & Print: | |
Fernleihe: | Fernleihe für die Fachinformationsdienste |
Έκδοση: |
Springer Science + Business Media B. V
2017
|
Στο/Στη: |
Journal of business ethics
Έτος: 2017, Τόμος: 144, Τεύχος: 4, Σελίδες: 813-822 |
Άλλες λέξεις-κλειδιά: | B
Leadership
B Ethics B John Stuart Mill B Utilitarianism B Organizational neuroscience |
Διαθέσιμο Online: |
Volltext (JSTOR) Volltext (lizenzpflichtig) |
Σύνοψη: | 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. |
---|---|
ISSN: | 1573-0697 |
Περιλαμβάνει: | Enthalten in: Journal of business ethics
|
Persistent identifiers: | DOI: 10.1007/s10551-014-2247-z |