Make a comment on: This article titled "Ethical Decision Making in Organizations: The Role of Leadership Stress" relates to the ideas found in Chapter 1 of Arnett et al. The article underscores the importance of ethical decision-making within organizations. It highlights real-world examples of unethical behavior by leaders and the severe consequences such behavior can have, aligning with the notion of ethics discussed in Chapter 1. This emphasizes that ethical decision-making deals with moral issues that can have consequences for others and echoes the concept in Chapter 1 that ethical conflicts often arise from differing moral perspectives and the potential harm or benefit to others. It identifies leaders as moral agents responsible for making ethical decisions, even though they may not always recognize the moral issues at stake. This corresponds with the idea that individuals in conflict situations may hold different ethical values, as discussed in Chapter 1. The article explores the impact of stress on ethical decision-making, particularly how stress can affect a leader's ability to recognize ethical dilemmas. This relates to the concept in Chapter 1 that ethical conflicts may result from a lack of awareness or recognition of differing ethical perspectives. It also examines how stress influences ethical actions and the willingness of leaders to prioritize moral concerns over self-interest, reflecting the idea that ethical decisions can involve a choice with consequences for others. This article applies the concepts of ethics and ethical decision-making to real-world scenarios, showcasing the relevance and consequences of ethical choices within organizations. It aligns with Chapter 1's exploration of ethics and conflicts arising from differing ethical perspectives and values.

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This article titled "Ethical Decision Making in Organizations: The Role of Leadership Stress" relates to the ideas found in Chapter 1 of Arnett et al. 
The article underscores the importance of ethical decision-making within organizations. It highlights real-world examples of unethical behavior by leaders and the severe consequences such behavior can have, aligning with the notion of ethics discussed in Chapter 1. This emphasizes that ethical decision-making deals with moral issues that can have consequences for others and echoes the concept in Chapter 1 that ethical conflicts often arise from differing moral perspectives and the potential harm or benefit to others.
It identifies leaders as moral agents responsible for making ethical decisions, even though they may not always recognize the moral issues at stake. This corresponds with the idea that individuals in conflict situations may hold different ethical values, as discussed in Chapter 1.
The article explores the impact of stress on ethical decision-making, particularly how stress can affect a leader's ability to recognize ethical dilemmas. This relates to the concept in Chapter 1 that ethical conflicts may result from a lack of awareness or recognition of differing ethical perspectives. It also examines how stress influences ethical actions and the willingness of leaders to prioritize moral concerns over self-interest, reflecting the idea that ethical decisions can involve a choice with consequences for others.
This article applies the concepts of ethics and ethical decision-making to real-world scenarios, showcasing the relevance and consequences of ethical choices within organizations. It aligns with Chapter 1's exploration of ethics and conflicts arising from differing ethical perspectives and values.