Are morally courageous leaders more effective?
研究道德勇敢的领导者是否更有效，发现他们通过尊重员工和接受员工意见来提高领导效能，但高估自身道德勇气的领导者反而效果较差。
Detecting, interpreting, assuming responsibility, and being driven to act upon situations with potential ethical implications requires morally courageous leaders to be continuously ‘tuned’ to the environment. We argue that this ‘tuning’ facilitates leader respect for employees and greater receptiveness to their inputs, and that it is through these mechanisms that leader moral courage is positively related to leader effectiveness. In a multi-source study involving 102 team leaders (assessed by peers, subordinates, and supervisors), we found that leaders with higher levels of moral courage convey greater respect for team members and are more receptive to relational transparency from them, and that such respect and receptiveness enhance leader effectiveness. We also hypothesized and found that leaders who overestimate their moral courage (i.e., who self-describe as being morally courageous while others perceive them as not being so) are particularly less respectful toward team members, and thus are less effective.