One of the most interesting takeaways from “Ethical Role of the Manager” is how deeply ethics are intertwined with management. While some people argue that business is inherently amoral or that ethics and business don’t mix, this reading makes it clear that every managerial decision carries ethical weight—whether it involves employees, the environment, or broader societal impacts. What stood out most to me is that managing isn’t just about performance or profit; it’s about making choices that are fair, responsible, and considerate of multiple stakeholders, not just shareholders.

I was particularly struck by the idea that managers must be both moral persons and moral managers. It’s not enough to be honest or trustworthy in private; a manager must model ethical behavior publicly, set expectations for others, and create systems of accountability. This dual responsibility reinforces the importance of personal integrity and highlights how much a leader’s character can shape an organization’s ethical culture.

I also found the ethical decision-making framework especially valuable. Using principles like rights and duties, utilitarianism, justice, and care provides a structured way to navigate difficult dilemmas. While it doesn’t offer a “magic solution,” it ensures decisions are thoughtful, balanced, and principled—especially in challenging scenarios like choosing between layoffs or cutting salaries.

Another point that caught my attention was moral development. The fact that only about 20% of adults reach the postconventional stage—where decisions are guided by core ethical principles rather than rules or peer pressure—highlights why ethical leadership is both rare and essential. In today’s complex, globalized business environment, organizations need leaders capable of reasoning at this higher ethical level.

Waddock, S. (n.d.). Ethical Role of the Manager. In Encyclopedia of Business Ethics and Society. Thousand Oaks, CA: SAGE.