A Phenomenological Study of Characteristics of Experiences Influencing Moral Disengagement in Federal Government Senior Executives
Open Access DepositedRQ1
moral disengagement, social cognitive theory, ethical decision-making, Senior Executive Service, phenomenological analysis, public administration
What are the characteristics of the experiences that encourage moral disengagement in executives? RQ2
Abstract of the Dissertation A Phenomenological Study of Characteristics of Experiences Influencing Moral Disengagement in Federal Government Senior Executives Moral disengagement as shaped by Bandura’s (1986, 1991, 1999) social cognitive theory describes how individuals rationalize unethical behavior without self-condemnation by disabling internal moral self-regulatory mechanisms. Despite the critical role of U.S. Federal government Senior Executive Service (SES) members in maintaining public trust, little research has examined the characteristics of experiences that encourage moral disengagement and how these experiences contribute to unethical decision-making. The purpose of this study was to understand the characteristics of the experiences that encourage moral disengagement in federal government senior executives, how these experiences occur, and how they contribute to moral disengagement. Specifically, these two research questions were answered through research
How do these experiences occur, and how do they contribute to the experience of moral disengagement in the context of making an unethical decision? To answer the research questions, a qualitative hermeneutic phenomenological methodology (Van Manen, 1990) was employed using semi-structured interviews with current and former SES members. Data were analyzed using Moustakas’ (1994) phenomenological approach to develop textural, structural, and composite descriptions of the phenomenon. Findings revealed that moral disengagement among SES executives arises from the interplay of personal, behavioral, and environmental influences. Participants described using mechanisms such as moral justification, euphemistic labeling, displacement of responsibility, and minimization of harm to reconcile unethical behaviors with their self-concept as ethical leaders. Organizational culture, political pressures, and conflicting institutional values further facilitated disengagement. The study contributes to theory by expanding understanding of moral disengagement in public administration and provides practical insights for leadership development, ethics training, and policy design aimed at strengthening accountability and moral awareness within government institutions. Keywords
- All rights reserved
Notice to Authors
If you are the author of this work and you have any questions about the information on this page, please use the Contact form to get in touch with us.