Includes bibliographical references (p. 201-212) and index.

Volitional and cognitive accounts of ethical failures in leadership -- The nature of exception making -- Making exceptions for leaders -- Justifying leadership -- The ethics of authentic transformational leadership -- Change and responsibility -- Ignorance, history, and moral membership.

Why do leaders fail ethically? In this book, Terry L. Price applies a multi-disciplinary approach to an understanding of immorality in the public, private, and non-profit sectors. He argues that leaders can know that a certain kind of behavior is generally required by morality but nonetheless be mistaken as to whether the relevant moral requirement applies to them in a particular situation and whether others are protected by this requirement. Price articulates how leaders make exceptions of themselves, explains how the justificatory force of leadership gives rise to such exception-making, and develops normative prescriptions that leaders should adopt as a response to this feature of their moral psychology.