Scholars have questioned the doctrine of desireless action in the Bhagavadgita and questioned whether Krishna’s advice is to be taken literally on the basis that the Humean account of motivation is more plausible than the anti-Humean account. In this paper, I will avoid the Humean principle debate by proposing a new way of examining the term ‘desireless action’. I aim to show that Krishna’s advice can be rendered coherent on the basis that we understand a desireless action as an action (...) motivated by a benevolent desire. I will be referring to the notion of benevolence as constructed by Francis Hutcheson because there is a parallel between the Hutchesonian experience of benevolence and purusha, or pure consciousness. Benevolent desire results in a desireless action since to act benevolently is to act ‘disinterestedly’ and thereby accepting purusha as one’s true nature. (shrink)

This study focuses on mindfulness programs in the corporate world, which are receiving increasing attention from business practitioners and organizational scholars. The workplace mindfulness literature is rapidly evolving, but most studies are oriented toward demonstrating the positive impacts of mindfulness as a state of mind. This study adopts a critical perspective to evaluate workplace mindfulness practice as a developmental process, with a focus on its potential risks that have ethical implications and are currently neglected by both researchers and practitioners. We (...) draw from a Buddhist perspective that understands mindfulness training as an ethics-based, longitudinal, and holistic path. To this end, we develop a four-stage model to illustrate a potential developmental process for participants in workplace mindfulness programs. This model comprises four stages of preliminary concentration, deep concentration, self-transcendence, and reengagement, each of which has its own underlying characteristics and impacts on individual participants and organizations. (shrink)

In the present research, we examine the relation between leader mindfulness and employee performance through the lenses of organizational justice and leader-member relations. We hypothesize that employees of more mindful leaders view their relations as being of higher leader-member exchange quality. We further hypothesize two mediating mechanisms of this relation: increased interpersonal justice and reduced employee stress. In other words, we posit that employees of more mindful leaders feel treated with greater respect and experience less stress. Finally, we predict that (...) LMX quality serves as a mediator linking leader mindfulness to employee performance—defined in terms of both in-role and extra-role performance. Across two field studies of triadic leader-employee-peer data and dyadic leader–employee data, we find support for this sequential mediation model. We discuss implications for theorizing on leadership, organizational justice, business ethics, LMX, and mindfulness, as well as practical implications. (shrink)

This article presents a response to a recent article by Yotam Lurie and Robert Albin in which they discuss and present the merits of casuistry as a method for resolving moral dilemmas in business, principally by developing 'edifying' perspectives on the situation, and in doing so highlight the shortcomings of principles (such as the categorical imperative) in generating insights and thereby moral choices. The present article accepts the importance of cases and examples as a source of insight, but argues that (...) the process of conceptualisation involved in understanding these necessarily involves some reference to principles. However, principles and cases are best seen as complementary to the ethical decision-making process rather than in opposition. The complementary functions of these are highlighted in processes such as reflection upon experience, in applications of moral imagination and in the integration of emotive and cognitive elements in ethical choice. (shrink)

The business ethics field contains a number of explanations for the imagination’s influence on decision-making. This has benefited moral theorizing because approaches that utilize the imagination tend to acknowledge important biological and psychological forces that influence the way we understand situations, develop strategies for problem-solving, and choose courses of action. But, I argue, the broad range of approaches has also served as an obstacle to theory development in the field. Given the variety of theoretical and disciplinary approaches, coupled with the (...) diversity of applications, it would be fair to judge the current state of theory as fractured. To bring focus to theory development, this conceptual study of the moral imagination is grounded in the work of one discipline, one theorist, one text: Plato’s Republic. The primary outcome of this study is the demonstration of the conditions under which the imagination serves to augment and support rationality rather than serving as an impediment. The systematic nature of Plato’s theory aids in the formation of more coherent conceptual grounding than currently available in the field. A final contribution of this study is the positioning of Plato as a proper beginning or foundation to any further theory development in the moral imagination. (shrink)