This paper argues that the self, as both the centre of our identity and the focus of our spiritual life, has not been given enough consideration with regard to the ethics of managers and leaders. Informed by models of self-realisation and the Jungian process of individuation, our discussion suggests that the way we perceive and interpret our self affects our moral behaviour. In particular, integrity of the self fully participates in enhancing servant leadership and consistent ethical practice. We illustrate the argument with comments from various managers on the statement: 'Being true to your self'.
Although most of us understand and accept that we play different roles in different settings, the moral implications of an unquestioned role-based world are serious. The prevalence of roles at the expense of 'real' people in organisations jeopardizes our ability to exercise full moral agency and ascribe moral responsibility, because 'we were only fulfilling our role obligations'. This reasoning does not sustain ethical scrutiny however because individuals are always present behind the role, though they may lack awareness of their ability to choose and act as fully-fledged individuals. The paper argues that moral responsibility requires us to move away from a role-based life game which leads us to compartmentalize and forget who we are and what we value at a significant cost. On the contrary, an understanding of the process of compartmentalization and a greater awareness of the complex yet holistic nature of the self contribute to furthering moral integrity and responsibility.
Purpose -The paper highlights the parallels between the ethical concept of moral imagination and the psychoanalytical concept of active imagination. A model combining both concepts is then proposed and discussed. The paper argues that such synthesis is necessary to understand the process of moral deliberation as well as to foster more consistent moral choices in organisations. Design/methodology/approach -The paper is conceptual, and builds upon relevant literature from the field of business ethics and analytical psychology. Findings -Imagination is a thoroughly ambivalent concept, which can be used to pursue moral as well as immoral goals. Moral imagination is an important element influencing decision-making, but its quality depends on the state of balance of the psyche. A sound and effective moral imagination must be grounded in a healthy psyche, and needs the assistance of active imagination (or other similar activities) to achieve this. Such inner work is especially necessary for leaders to clarify their moral values and capabilities.
Research limitations/implications -The Active and Moral Imagination (AMI) modelproposed has not been empirically tested; therefore its implications are tentative at this stage. The paper does not discuss in detail other psychological activities which may be complementary to active imagination. Practical and social implications -Managers and leaders should reflect on their own unconscious so as to understand the deeper mechanisms influencing their decisions and behaviours. Originality/value -An interdisciplinary approach to the role of imagination in ethics.
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