Ethics, alterity and the rationality of leadership justice

Rhodes, C

Ethics, alterity and the rationality of leadership justice

Rhodes, C

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Publication Type:: Journal Article
Citation:: Human Relations, 2012, 65 (10), pp. 1311 - 1331
Issue Date:: 2012-10-05

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Field	Value	Language
dc.contributor.author	Rhodes, C https://orcid.org/0000-0002-6571-2872	en_US
dc.date.issued	2012-10-05	en_US
dc.identifier.citation	Human Relations, 2012, 65 (10), pp. 1311 - 1331	en_US
dc.identifier.issn	0018-7267	en_US
dc.identifier.uri	http://hdl.handle.net/10453/114813
dc.description.abstract	This article provides a critical review and re-evaluation of dominant approaches to leadership justice, arguing that they appropriate justice as a rational means to achieve organizational effectiveness. It is shown that in contemporary management thinking justice is a formal rationality rather than a substantive one. This rationalization of justice belies its masculinization and as a result human values such as love and care are sidelined. The ethical theories of Emmanuel Levinas are drawn on to consider how pre-rational affective relations between people form the basis of ethically informed justice. It is proposed that justice is not a particular variety of leadership behaviour but rather that leadership is the practice of justice. Justice is not here regarded as something to be achieved through particular leadership practices, but is an ongoing condition - an unanswerable question whose response defines the ethical quality of leadership. © The Author(s) 2012.	en_US
dc.relation.ispartof	Human Relations	en_US
dc.relation.isbasedon	10.1177/0018726712448488	en_US
dc.subject.classification	Business & Management	en_US
dc.title	Ethics, alterity and the rationality of leadership justice	en_US
dc.type	Journal Article
utslib.citation.volume	10	en_US
utslib.citation.volume	65	en_US
utslib.for	1503 Business and Management	en_US
utslib.for	1608 Sociology	en_US
utslib.for	1701 Psychology	en_US
pubs.embargo.period	Not known	en_US
pubs.organisational-group	/University of Technology Sydney
pubs.organisational-group	/University of Technology Sydney/Faculty of Business
utslib.copyright.status	closed_access
pubs.issue	10	en_US
pubs.publication-status	Published	en_US
pubs.volume	65	en_US

Abstract:

This article provides a critical review and re-evaluation of dominant approaches to leadership justice, arguing that they appropriate justice as a rational means to achieve organizational effectiveness. It is shown that in contemporary management thinking justice is a formal rationality rather than a substantive one. This rationalization of justice belies its masculinization and as a result human values such as love and care are sidelined. The ethical theories of Emmanuel Levinas are drawn on to consider how pre-rational affective relations between people form the basis of ethically informed justice. It is proposed that justice is not a particular variety of leadership behaviour but rather that leadership is the practice of justice. Justice is not here regarded as something to be achieved through particular leadership practices, but is an ongoing condition - an unanswerable question whose response defines the ethical quality of leadership. © The Author(s) 2012.

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http://hdl.handle.net/10453/114813