ABSTRACT
Some of the most frequent instances of moral distress in academia occur when a college or university’s written or unwritten policies and practices go against what a decision maker believes is in the best interest of the individual and promotes justice. In such instances, the question becomes how much individual injustice should be countenanced for the sake of long-term organizational reform. This chapter discusses the role of intuition in ethical decision making in academia through analyzing cases that appeal to intuition as applied to exercising leadership that upends existing institutional practices. This discussion concludes with strategies to promote the use of intuition in overcoming moral distress situations on campus. Suggestions for future research are also provided.
