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CHAPTER 6: COURAGE AND MORAL LEADERSHIP 191
28 Viktor E. Frankl, Man’s Search for Meaning (New York: Pocket 47 John McCain, “In Search of Courage,” Fast Company (September
Books, 1959), p. 104. 2004), pp. 53–56.
29 Lawrence Kolhberg, “Moral Stages and Moralization: The Cognitive 48 Richard L. Daft and Robert H. Lengel, Fusion Leadership: Unlocking
Developmental Approach,” in Thomas Likona, ed. Moral Development the Subtle Forces that Change People and Organizations (San
and Behavior: Theory, Research, and Social Issues (Austin, TX: Holt, Francisco: Berrett-Koehler, 1998).
Rinehart and Winston, 1976), pp. 31–53; Jill W. Graham, “Leadership, 49 McCain, “In Search of Courage.”
Moral Development, and Citizenship Behavior,” Business Ethics 50 Reported in Nando Pelusi, “The Right Way to Rock the Boat,”
Quarterly 5, no. 1 (January 1995), pp. 43–54; James Weber, “Exploring Psychology Today (May–June 2006), pp. 60–61.
the Relationship between Personal Values and Moral Reasoning,” 51 Jeffrey Zaslow, “Kids on the Bus: The Overlooked Role of Teenagers in the
Human Relations 46, no. 4 (April 1993), pp. 435–463; and Duane M. Civil-Rights Era,” The Wall Street Journal (November 11, 2005), p. D1.
Covrig, “The Organizational Context of Moral Dilemmas: The Role of 52 Jennifer Reingold, “My Brilliant Failure: The Fall and Rise of David
Moral Leadership in Administration in Making and Breaking Dilemmas,” Pottruck,” Fast Company (September 2005), pp. 56–62.
The Journal of Leadership Studies 7, no. 1 (2000), pp. 40–59. 53 Daft and Lengel, Fusion Leadership, p. 155.
30 Tom Morris, If Aristotle Ran General Motors (New York: Henry 54 Ann Marsh, “The Man Who Listens to Horses,” Forbes (May 4,
Holt, 1997). 1998), p. 122; and Larraine Segil, “Leading Fearlessly,” Leader to
31 James Weber, “Exploring the Relationship Between Personal Values Leader (Winter 2003), pp. 38–43.
and Moral Reasoning,” Human Relations 46, no. 4 (April 1993), pp. 55 Reported in Nido R. Qubein, Stairway to Success: The Complete
435–463. Blueprint for Personal and Professional Achievement (New York:
32 Peter Block, “Reassigning Responsibility,” Sky (February 1994), pp. John Wiley & Sons, 1997).
26–31; and David P. McCaffrey, Sue R. Faerman, and David W. Hart, 56 Michael Luo, “Revisiting a Social Experiment, and the Fear That Goes
“The Appeal and Difficulty of Participative Systems,” Organization with It,” The New York Times (September 14, 2004), Section B. p. 1.
Science 6, no. 6 (November–December 1995), pp. 603–627.
57 Jerry B. Harvey, The Abilene Paradox and Other Meditations on
33 Block, “Reassigning Responsibility.”
Management (Lexington, MA: Lexington Books, 1988), pp. 13–15.
34 This discussion of stewardship is based on Peter Block, Stewardship: 58 Kerry Kennedy Cuomo, “‘Courage Begins with One Voice,’” Parade
Choosing Service Over Self-Interest (San Francisco: Berrett-Koehler Magazine (September 24, 2000), pp. 6–8.
Publishers, 1993), pp. 29–31; and Block, “Reassigning Responsibility.”
59 A. J. Vogl, “Risky Work,” an interview with Max DuPree, Across the
35 Mary Parker Follett, from The New State (1918), as quoted in David
Board (July/August 1993): pp. 27–31.
K. Hurst, “Thoroughly Modern—Mary Parker Follett,” Business
60 William H. Peace, “The Hard Work of Being a Soft Manager,”
Quarterly 56, no. 4 (Spring 1992), pp. 55–58.
Harvard Business Review, (November–December 1991), pp. 40–47.
36 Lawrence G. Foster, Robert Wood Johnson—The Gentleman Rebel 61 Janet P. Near and Marcia P. Miceli, “Effective Whistle-Blowing,”
(Lemont, PA: Lillian Press, 1999); and John Cunniff, “Businessman’s Academy of Management Review 20, no. 3 (1995), pp. 679–708.
Honesty, Integrity Lesson for Today,” Johnson City Press (May 28, 62 Wallington, “Honestly?!”
2000). 63 Jayne O’Donnell, “Some Whistle-blowers Don’t Want Lost Jobs,”
37 Sen Sendjaya and James C. Sarros, “Servant Leadership: Its Origin, USA Today (August 1, 2005), p. B2.
Development, and Application in Organizations,” Journal of 64 Hal Lancaster, “Workers Who Blow the Whistle on Bosses Often Pay a
Leadership and Organizational Studies 9, no. 2 (2002), pp. 57–64. High Price,” The Wall Street Journal (July 18, 1995), p. B1; Richard P.
38 Ibid.; examples include B. M. Bass, “The Future of Leadership in Nielsen, “Changing Unethical Organizational Behavior,” The Executive
Learning Organizations,” The Journal of Leadership Studies 7, no. 3 (May 1989), pp. 123–130; and Barbara Ettorre, “Whistleblowers: Who’s
(2000), pp. 18–40; I. H. Buchen, “Servant Leadership: A Model for the Real Bad Guy?” Management Review (May 1994), pp. 18–23.
Future Faculty and Future Institutions,” The Journal of Leadership 65 Darren Dahl, “Learning to Love Whistleblowers,” Inc. Magazine
Studies 5, no. 1 (1998), p. 125; Y. Choi and R. R. Mai-Dalton, “On (March 2006), pp. 21–23.
the Leadership Function of Self-Sacrifice,” Leadership Quarterly 9, 66 Alison Overholt, “The Housewife Who Got Up Off the Couch,” Fast
no. 4 (1998), pp. 475–501; R. F. Russel, “The Role of Values in Company (September 2004), p. 94.
Servant Leadership,” Leadership and Organizational Development 67 Joseph Rebello, “Radical Ways of Its CEO Are a Boon to Bank,” The
Journal 22, no. 2 (2001), pp. 76–83. Wall Street Journal (March 20, 1995), p. B1.
39 Robert K. Greenleaf, Servant Leadership: A Journey into the Nature of 68 McCain, “In Search of Courage.”
Legitimate Power and Greatness (Mahwah, NJ: Paulist Press, 1977), p. 7. 69 James M. Kouzes and Barry Z. Posner, The Leadership Challenge:
40 Robert Townsend, “Leader at Work,” Across the Board (January How to Get Extraordinary Things Done in Organizations (San
2001), pp. 13–14. Francisco: Jossey-Bass, 1988).
41 “The Courageous Few: 2004–2005 Edition,” Fast Company 70 Linda Tischler, “The Trials of ImClone,” Fast Company (September
(September 2005), pp. 54–55. 2004), pp. 88–89.
42 The following is based on Greenleaf, Servant Leadership; Walter 71 Quoted by Michael Eisner, interviewed by Laura Rich in
Kiechel III, “The Leader as Servant,” Fortune (May 4, 1992), “Talk About Failure,” The Industry Standard (July 30, 2001),
pp. 121–122; and Mary Sue Polleys, “One University’s Response pp. 41–47.
to the Anti-Leadership Vaccine: Developing Servant Leaders,” The 72 Mark D. Cannon and Amy C. Edmondson, “Failing to Learn and
Journal of Leadership Studies 8, no. 3 (2002), pp. 117–130. Learning to Fail (Intelligently): How Great Organizations Put Failure
43 Marcia Heroux Pounds, “Execs Should Head For Trenches to to Work to Innovate and Improve,” Long Range Planning 38, Issue 3
Find Out How Business Works,” The Tennessean (May 9, 1999), (June 2005), pp. 299–319.
p. 2H. 73 Thomas Petzinger Jr. “She Failed. So What? An Entrepreneur Finds
44 C. William Pollard, “The Leader Who Serves,” in The Leader of Her Prestige Rising” (The Front Lines column), The Wall Street
the Future, Frances Hesselbein, Marshall Goldsmith, and Richard Journal (October 31, 1997), p. B1.
Beckhard, eds. (San Francisco: Jossey-Bass, 1996), pp. 241–248; and 74 Michael Warshaw, ed., “Great Comebacks,” Success (July/August
C. W. Pollard, “The Leader Who Serves,” Strategy and Leadership 1995), pp. 33–46.
(September–October 1997), pp. 49–51. 75 Chip Cummins, “Crude Theft; A Nigerian Cop Cracks Down on a
Vast Black Market in Oil,” The Wall Street Journal (April 13, 2005),
45 LaRue Tone Hosmer, “Trust: The Connecting Link between
pp. A1, A15.
Organizational Theory and Philosophical Ethics,” Academy of
76 Ira Cheleff, The Courageous Follower: Standing Up To and For Our
Management Review 20, no. 2 (April 1995), pp. 379–403.
Leaders (San Francisco: Berrett-Koehler, 1995).
46 Greenleaf, Servant Leadership, p. 45.