Measuring Practical Wisdom

Meyer, Marcel; Rego, Arménio

doi:10.1007/978-3-030-00140-7_21-1

Cited by 7 publications

(2 citation statements)

References 77 publications

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“…But it is not rare that managers do not listen to or promote their employees' ideas (Sherf et al, 2019). Only if all organizational members have the opportunity to learn with and from each other (i.e., they have a healthy culture of discussion) can a company develop (practical) wisdom (Meyer & Hühn, 2020;Meyer & Rego, 2020;Meyer & Sison, 2020). If, then, this approach further includes the community/market, a company starts to contribute to the common good, and that should be the goal of business ethicists.…”

Section: Writesmentioning

confidence: 99%

Quo Vadis Business Ethics?

Meyer,

Hühn

2024

Journal of Human Values

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Section: Writesmentioning

confidence: 99%

Quo Vadis Business Ethics?

Meyer,

Hühn

2024

Journal of Human Values

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“…Aristotle lets us know, to gain practical wisdom is a life-long endeavour, it requires much experience, constant (practical) training, and age (Hursthouse & Pettigrove, 2016). In sum, practical wisdom is necessary to unify the virtues and is also essential to correctly assess something by comparing it relative to the value of others (Meyer & Rego, 2020).…”

Section: The Criti C Al Role Of Phrone S Ismentioning

confidence: 99%

Sophistry or wisdom in words: Aristotle on rhetoric and leadership

Hühn

Meyer

2023

Business Ethics Env & Resp

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Leaders are expected to do the right thing-always. As e Cunha et al. (2021) point out, leadership is being presented as a morality tale which describes leaders as efficient, caring, compassionate, authentic, trustworthy, protective of the natural environment, promoters of diversity, and so forth-they are, in essence, supposed to be flawless human beings. Unfortunately, reality does not quite live up to these lofty expectations-and how can it? Others go the opposite way and suggest that good leadership means knowing about morality, but ignoring it in favour of achieving whatever goals are set for them-leadership should be amoral (Badaracco Jr, 2001;House & Aditya, 1997). It is thus no wonder that today business scandals are as common as they always were and that by now mediocracy, not excellence, almost seems desirable.Even though, on the surface, it might appear counterintuitive, we argue that looking at ancient ideas on the topic, might offer useful insights. We believe, Aristotle has provided managers with a practical and timeless theoretical basis for managing and leading effectively and ethically. Why is that? First, in the social sciences in general, but in the business-related disciplines in particular, Enlightenment ideas have made consequentialist cleverness an ideal. Cunning, the opposite of wisdom (Sison & Hühn, 2018, p. 167), leads to one-day wonders with exceptional profits and exploding share prices of the Enron and Theranos type. Seldom has it led to sustainable financial, and never to environmental and human flourishing. Aristotle's

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Wise leaders fostering employees’ speaking up behaviors: developing and validating a measure of leader-expressed practical wisdom

Rego,

Meyer,

Júnior

et al. 2024

Rev Manag Sci

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Practical wisdom, an essential component of leadership, has been approached mainly from a theoretical perspective. While there are barely any empirical studies on leaders’ practical wisdom, quantitative ones are even rarer, and no valid measure of a leader’s practical wisdom exists. Thus, our understanding of whether and how wise leaders influence their followers is limited. Inspired by Thomas Aquinas’ ideas on practical wisdom, we operationalize it as a tridimensional capacity of inquiring, judging, and acting in an emotionally regulated way, and develop and validate a corresponding measure of leader-expressed practical wisdom. To support our operationalization, we test how leader-expressed practical wisdom predicts employees’ speaking up behaviors via their psychological safety. Our rationale is that to make better decisions, wise leaders are receptive to employees’ views that address matters of concern and challenge the status quo with the intention of improving the situation – such a receptiveness being enabled by fostering employees’ psychological safety. Through a two-wave field study, a three-wave field study, and a vignette-based experiment carried out in three countries we obtain empirical support for that three-dimensional construct and show that leader-expressed practical wisdom predicts employees’ speaking up behaviors via their psychological safety.

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Measuring Practical Wisdom

Cited by 7 publications

References 77 publications

Quo Vadis Business Ethics?

Quo Vadis Business Ethics?

Sophistry or wisdom in words: Aristotle on rhetoric and leadership

Wise leaders fostering employees’ speaking up behaviors: developing and validating a measure of leader-expressed practical wisdom

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