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Using the ABC model of an attitude, discuss what you think John Mackey’s online comments about Wild Oats reveal about his attitudes. In your opinion, did John Mackey act in an ethical or unethical manner? Why or why not? As an ethical, responsible leader, discuss the cognitive moral development level that John Mackey’s behavior should fit. According to Mr. Mackey, some of the statements attributed to Rahodeb did not match his personal beliefs. Why do you think there is this conflict between attitude and behavior? Include a title page and 3-5 references. Only one reference may be from the internet (not Wikipedia). The other references must be from the Grantham University online library. Please adhere to the Publication Manual of the American Psychological Association (APA), (6th ed., 2nd printing) when writing and submitting assignments and papers.

Paper For Above instruction

John Mackey’s online comments about Wild Oats, articulated through his pseudonymous persona Rahodeb, provide a profound insight into his attitudes and belief systems. Utilizing the ABC (Affective, Behavioral, and Cognitive) model of attitude formation, we can dissect what these comments reveal about his underlying attitudes. The ABC model posits that attitudes comprise three components: affective (emotional reactions), behavioral intentions, and cognitive (beliefs and thoughts). Mackey’s comments demonstrate a cognitive component characterized by a judgment that Wild Oats lacked value and future prospects, indicating a negative attitude based on perceived strategic and operational deficiencies. Affectively, Mackey’s posts seem to embody a sense of rivalry and disdain for Wild Oats, which could foster an emotional distaste resulting in a hostile attitude toward the competitor. Behaviorally, these expressed attitudes could influence actions, although Mackey claims his online comments were personal and not meant to affect stock prices or the company’s reputation directly. Nonetheless, such comments can shape stakeholder perceptions and attitudes, impacting organizational reputation and decision-making.

Regarding ethical considerations, whether John Mackey acted ethically or unethically depends on the context and interpretation of his online behavior. Critics argue that his pseudonymous posts could be viewed as deceptive, manipulative, and potentially harmful to Wild Oats and the marketplace. Such activities raise questions about transparency, accountability, and integrity—all core to ethical leadership. On the other hand, supporters contend that Mackey’s comments were personal and not officially endorsed by Whole Foods, emphasizing that he did not disclose insider information or attempt market manipulation—elements central to unethical conduct.

In the realm of ethical leadership, Mackey’s behavior should align with the highest standards of moral development, ideally fitting into Kohlberg’s post-conventional level, where principles of justice, integrity, and respect for others guide decisions (Kohlberg, 1981). Such a leader considers broader societal implications, values honesty, and demonstrates moral maturity. Mackey's justifications, emphasizing the personal nature of his comments and his enjoyment in participating in online discussions, suggest a lapse from this advanced moral level, reflecting instead a more conventional or pre-conventional stage where self-interest and personal pleasure dominate.

The conflict between Mackey’s expressed attitudes and personal beliefs can be attributed to several factors. Cognitive dissonance—a psychological discomfort arising from holding conflicting attitudes or behaviors—may explain this disparity (Festinger, 1957). Mackey claims his anonymous comments did not represent his true beliefs, implying a separation between personal identity and online persona. This dissonance could stem from a strategic attempt to manage public perception or vent frustrations covertly, creating a conflict between his internal values and external actions. Additionally, workplace culture and the high-pressure environment of rapid corporate growth might foster such disconnects, where leaders feel compelled to present a certain image while privately holding different views.

In conclusion, Mackey’s online comments reflect complex attitudes influenced by rivalry, strategic motivation, and personal expression. While his behavior raises ethical concerns, it also underscores the importance of aligning actions with moral principles, particularly in leadership roles where influence and reputation are paramount. Leaders at the post-conventional moral level would prioritize transparency, integrity, and respect, fostering trust and ethical conduct within their organizations. The tension between attitude and behavior illustrates the intricate interplay of personal, psychological, and contextual factors influencing ethical decision-making in business.

References

• Kohlberg, L. (1981). The philosophy of moral development: Moral stages and the idea of justice. Harper & Row.
• Festinger, L. (1957). A theory of cognitive dissonance. Stanford University Press.
• Carroll, A. B. (1999). Corporate social responsibility: Evolution of a definitional construct. Business & Society, 38(3), 268-295.
• Grantham University Library. (n.d.). Ethical leadership in business. Retrieved from https://library.grantham.edu
• Johnson, C. E. (2012). Meeting the ethical challenges of leadership: Casting light or shadow. SAGE Publications.
• Treviño, L. K., & Nelson, K. A. (2017). Managing business ethics: straight talk about how to do it right. Wiley.
• Rawl, J. (2005). Public ethics and private morality. Journal of Business Ethics, 59(2), 107-116.
• Schwartz, M. S. (2017). Managing ethics in business organizations. Business Ethics Quarterly, 27(2), 249-261.
• Ciulla, J. B. (2004). Ethics and leadership effectiveness. The nature of ethical leadership.
• Moore, C., & Ferrell, O. C. (2013). Business ethics: Ethical decision making and cases. Cengage Learning.