Interpersonal morality acts in the events of conflicting interests, giving more weight to the desires and the interests of others as acts of responsible decision-making (Hartman, Desjardins and MacDonald, 2017). Building a good reputation in an organization requires interpersonal morality as they shape people's behavior. Stevens (2008) affirms that effective communication and culture are the key components necessary for the achievement of interpersonal morality as well as upholding all the organizational codes. Interpersonal morality is the reason behind acts of charity, paying a fair share of taxes, being just in the society, not harming others, and doing business honestly.
The various forms of moral leadership an organization can adopt to achieve interpersonal morality include leading by legislation, leading through encouraging people to reflect on moral questions and issues, and leading by example. Batson (2006) emphasis the prosocial motives in which moral leading is based on identifying the motives, which force or prompt people to act morally then acting on them to make people more responsible. Batson (2006) identifies the four types of prosocial motivation as egoism that emphasizes on increasing individual welfare, and altruism, which watches out for the welfare of one or more other people. Collectivist motives work towards increasing a group's welfare with the other based on principles (Batson, 2006). Therefore, finding a combination of motives that harmonizes producing positive effects exceeding the effects of a single prosocial motivation is a necessity in business organizations.
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The management of ethics in an organization in which people lack sound ethics, curtailing their self-interest is necessary to achieve the organizational goals (Tyler, 2006). Tyler (2006) highlights acts such as sanctions as a means of securing compliance. In cases where people possess ethical values, which shape their behaviors, appealing to those values is the way of shaping their actions (Tyler, 2006). Tyler and Batson's ideas align as they both emphasize on influencing people’s values to ensure that they positively affect the functioning of the organization. Tyler emphasizes understanding the employees' adherence to the values and rules of the organization for the success of the organization, and Batson hopes to obtain a combination of motives that harmonizes for better effects.
Tyler and Batson's ideas are more compatible with utilitarianism, which judges an act’s morality depending on the goodness of the consequences. For example, Tyler (2006) emphasizes on understanding employees’ adherence to rules and values, then stressing on achieving responsibility for their actions. More so, Batson hopes to obtain a combination of motives that promises better effects that exceeds a single prosocial motivation.
References
Batson C. D. (2006). Orchestrating prosocial motives. D. L. Rhode (Ed.). Moral leadership: The theory and practice of power, judgment, and policy. (197), San Francisco, CA: John Wiley & Sons.
Hartman, L. P., DesJardins, J. R., & MacDonald, C. (2017). Business ethics: Decision making for personal integrity and social responsibility . (4 th Ed.). New York: McGraw-Hill.
Stevens, B. (2008). Corporate ethical codes: Effective instruments for influencing behavior. Journal of Business ethics . 78(4), 601-609.
Tyler, T. R. (2006). Self-sacrifice and Self-interest: Do ethical values shape behavior in an organizational setting. D. L. Rhode (Ed.). Moral Leadership: The Theory and Practice of Power, Judgement, and Policy. (213), San Francisco, CA: John Wiley & Sons.
