The purpose of this article is to critique the primary arguments given by Paul Bloom and Jesse Prinz against empathy, and to argue instead that empathy is best understood as a virtue that plays an important but complicated role in the moral life. That it is a virtue does not mean that it always functions well, and empathy sometimes contributes to behavior that is partial and unfair. In some of their writings, both Bloom and Prinz endorse the view that empathy (...) is a fixed trait, but there is little reason to think this, and the studies that they cite do not support this view. Further, a number of recent studies suggest the opposite: our empathic reactions are malleable and subject to environmental effects and learning. Although our capacities for cognitive and emotional empathy are clearly not sufficient for being moral, I argue that they are functionally necessary traits that, like other virtues, must be cultivated correctly. (shrink)

In this paper, I argue against a perceptual model of moral epistemology. We should not reject the claim that there is a sense in which, on some occasions, emotions may be said to be perceptions of values or reasons. But going further than this, and taking perception as a model for moral epistemology is unhelpful and unilluminating. By focusing on the importance of the dispositions and structures of the self to moral knowledge, I bring out important disanalogies between moral epistemology (...) and typical cases of perceptual expertise. As a result, how we gain, or fail to gain, moral knowledge should not be understood in terms of the operation of a perceptual capacity. (shrink)

Traditional approaches describe ethical decision-making of leaders as driven by conscious deliberation and analysis. Accordingly, existing approaches of ethically-oriented leader development usually focus on the promotion of deliberative ethical decision-making, based on normative knowledge and moral reasoning. Yet, a continually growing body of research indicates that a considerable part of moral functions involved in ethical decision-making is automatic and intuitive. In this article, we discuss the implications of this moral intuition approach for the domain of ethically-oriented leader development. Specifically, we (...) introduce a conceptual model and develop a set of theoretical propositions, suggesting that the moral intuition perspective significantly contributes to effective ethically-oriented leader development. The discussion examines theoretical implications and practical applications of the presented propositions and outlines directions for future research. (shrink)