Evidence from a growing number of studies suggests leader character as a means to advance leadership knowledge and practice. Based on this evidence, we propose a process model depicting how leader character manifests in ethical leadership that has positive psychological and performance outcomes for leaders, along with the moderating effect of leaders’ self-control on the character strength–ethical leadership–outcomes relationships. We tested this model using multisource data from 218 U.S. Air Force officers and their subordinates and superiors. Findings provide initial support (...) for leader character as a mechanism triggering positive outcomes such that only when officers reported a high level of self-control did their honesty/humility, empathy, and moral courage manifest in ethical leadership, associated with higher levels of psychological flourishing and in-role performance. We discuss the implications of these results for future theory development, research, and practice. (shrink)

In what they call their “manual of the sanities”—a positive psychology handbook describing contemporary research on strengths of character—Christopher Peterson and Martin Seligman argue that “there is no true disadvantage of having too much self-control.” This claim is widely endorsed in the research literature. I argue that it is false. My argument proceeds in three parts. First, I identify conceptual confusion in the definition of self-control, specifically as it pertains to the claim that you cannot be too self-controlled. Second, I (...) consider disadvantages to having too much self-control, several of which point to the value of acting spontaneously from time to time, in a pointedly uncontrolled way. Third, I raise worries about the social and political values embedded in the science of self-control. Self-control as it is understood in the positive psychology literature benefits some people more than others, depending, for example, on their race and their socio-economic status. I conclude by briefly outlining an empirical framework for understanding self-control in traditional virtue theoretic terms as something that admits of deficiencies and excesses. (shrink)

To be and to remain ethical requires struggle from organizations. Struggling is necessary due to the pressures and temptations management and employees encounter in and around organizations. As the relevance of struggle for business ethics has not yet been analyzed systematically in the scientific literature, this paper develops a theory of struggle that elaborates on the meaning and dimensions of struggle in organizations, why and when it is needed, and what its antecedents and consequences are. An important conclusion is that (...) the greater the ethics gap and opposing forces, the greater the struggle required. Viewing business ethics as struggle has several implications for theory and practice. (shrink)

Philosophers, psychologists, and economists have reached the consensus that one can use two different kinds of regulation to achieve self-control. Synchronic regulation uses willpower to resist current temptation. Diachronic regulation implements a plan to avoid future temptation. Yet this consensus may rest on contaminated intuitions. Specifically, agents typically use willpower (synchronic regulation) to achieve their plans to avoid temptation (diachronic regulation). So even if cases of diachronic regulation seem to involve self-control, this may be because they are contaminated by synchronic (...) regulation. We therefore developed a novel multifactorial method to disentangle synchronic and diachronic regulation. Using this method, we find that ordinary usage assumes that only synchronic––not diachronic––regulation counts as self-control. We find this pattern across four experiments involving different kinds of temptation, as well as a paradigmatic case of diachronic regulation based on the classic story of Odysseus and the Sirens. Our final experiment finds that self-control in a diachronic case depends on whether the agent uses synchronic regulation at two moments: when she (1) initiates and (2) follows-through on a plan to resist temptation. Taken together, our results strongly suggest that synchronic regulation is the sole difference maker in the folk concept of self-control. (shrink)

This paper draws on work in the sciences of the mind to cast doubt on some assumptions that have often been made in the study of self-control. Contra a long, Aristotelian tradition, recent evidence suggests that highly self-controlled individuals do not have a trait very similar to continence: they experience relatively few desires that conflict with their evaluative judgments and are not especially good at directly and effortfully inhibiting such desires. Similarly, several recent studies have failed to support the view (...) that self-control capacities are constituted, at least in part, by excellent inhibitory executive function ability. I propose an alternative “indirect harmony” hypothesis about trait self-control. According to this hypothesis, if there is a character trait of being highly self-controlled, it consists in motivational harmony within the mind that is brought about through the effective use of indirect resistance strategies that prevent occurrent motivational conflict from emerging in the first place. If this hypothesis is correct, high trait self-control in actual humans does not fit neatly into the traditional categories of either continence or temperance. I conclude by drawing out several implications this hypothesis has for future research on trait self-control and its relation to executive functions. (shrink)