📺 RECORDING | The Psychology of (Un)Ethical Behaviour with Daniel Effron
Associate Professor of Organisational Behaviour at London Business School, Dr Daniel A. Effron, examines why good people do bad things.
What “ethical blind spots” can lead people to stray from their personal values?
Dr Daniel A. Effron, Associate Professor of Organizational Behaviour at London Business School, and Susanna V. Kempe, Laidlaw Foundation CEO, explore the psychological traps that cause ethical lapses in organisations and society.
Via this session, Daniel and Susanna will introduce the brand new Laidlaw Ethical Leadership masterclass, launching in October. In this course, Laidlaw Scholars will learn why people cross the ethical line, how to identify and act on early indicators of ethical blind spots, and what ethical challenges they might face in the future.
02:30 - Why do people act in ethically questionable ways while not feeling in any way that they are being unethical?
07:12 - Why do people allow leaders to be completely dishonest and let them off the hook for blatant falsehoods and unethical behaviour?
12:40 - What is the impact of social media on unethical behaviour?
18:05 - How do cultural norms impact what we consider to be ethical?
23:25 - How does moral slide begin?
26:10 - How does moral licensing intersect with moral slide e.g. consumer choices?
30:00 - Who are your moral heroes?
33:30 - How do we build moral muscle?
37:41 - Announcing the Laidlaw Scholars Fund
41:00 - [Audience Question] How do we use the motivation, imagination, repetition model to encourage ethical behaviour?
42:45 - [Audience Question] How can we encourage individual ethical behaviour in a system where unethical behaviour is the norm?
46:00 - [Audience Question] What keeps you up at night in terms of the direction ethical leadership is going?
48:20 - [Audience Question] Are there any success stories in regards to changing cultures to encourage ethical behaviour
53:00 - [Audience Question] What can vulnerable groups in the care of unethically acting leaders do?
Daniel A. Effron
Daniel is an Associate Professor of Organisational Behaviour at London Business School. Previously, he taught at the Kellogg School of Management at Northwestern University, and was a fellow of the Edmond J. Safra Center for Ethics at Harvard University.
He earned a Ph.D. in social psychology from Stanford University, and a B.A. in psychology from Yale University (magna cum laude).
His research examines the psychological processes that allow people to act unethically without feeling unethical. He also researches how people form judgments of others' wrongdoing. His work has appeared in such scholarly publications as Journal of Personality and Social Psychology, Psychological Science, Organizational Behavior and Human Decision Processes, Journal of Experimental Social Psychology, Personality and Social Psychology Bulletin, and Journal of Consumer Research, and has been featured in such popular media outlets as the New York Times, the Washington Post, the Los Angeles Times, The Atlantic, and BBC News.
Named one of the "Best 40 Business Professors Under 40" by Poets & Quants, he has been honored with teaching awards from the MBA classes of 2015 and 2020 at London Business School, and a Dissertation Research Award from the American Psychological Association.
Susanna V. Kempe
Susanna V. Kempe is a German-American-Brit with over 15 years board and executive level leadership roles in international B2B, SaaS and education businesses.
She began her career at the Institute for International Research (IIR) where she first worked with Lord Laidlaw, rising to Chief Marketing Officer (CMO). When IIR was acquired by Informa Plc in 2005, Susanna was appointed CMO of the enlarged group. She subsequently joined Emap Ltd as Chief Marketing & Strategy Officer and CEO of Emap Networks, the group’s conferences business. Later Susanna became CEO of the fashion industry forecaster WGSN and was latterly Group Content and Marketing Partner of the leading strategy consultancy Brunswick Group.
She believes experiencing and appreciating different cultures promotes better global understanding, creativity and leadership. She is passionate about the power of education to transform lives; and is committed to developing a new generation of diverse leaders who are curious, bold and determined to act with integrity.
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