11

Courage and Courage and Moral Moral

LeadershipLeadership

22

Moral LeadershipMoral Leadership

“Wrong is wrong, no mater who

does it or says it.”

“Have the Courage to stand up for your values”

Malcolm X

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TOP TOP THREETHREE THINGS FOLLOWERS THINGS FOLLOWERS WANT FROM THEIR LEADERSWANT FROM THEIR LEADERS

1)_____________________

2)_____________________

3) _____________________

44

• “Great spirits have always encountered violent opposition from mediocre minds.  The mediocre mind is incapable of understanding the man who refuses to bow blindly to conventional prejudices and chooses instead to express his opinions COURAGEOUSLY and honestly.”

•  ~Albert Einstein

•

Malcolm X

55

Unethical vrs Ethical LeadershipUnethical vrs Ethical Leadership

• Moral Leadership –

– Is about distinguishing right from wrong and doing right, seeking the just, the honest, the good, and the right conduct in achieving goals and attaining your VISION.

66

Unethical LeadershipUnethical Leadership

• Leader sets the tone

• Selfish greed

• 82% of CEOs said they lied about their golf scores

• Disrespect others

• Take credit for successes but blame others for failures

• Do not speak up when things are wrong

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ExEx. . 6.16.1 Comparing Unethical Versus Comparing Unethical Versus Ethical LeadershipEthical Leadership

The Unethical Leader• Is arrogant and self-serving• Excessively promotes self-interest• Practices deception• Breaches agreements• Deals unfairly• Shifts blame to others• Diminishes others’ dignity• Neglects follower development• Withholds help and support• Lacks courage to confront unjust

acts

The Ethical Leader• Possesses humility• Maintains concern for the greater

good• Is honest and straightforward• Fulfills commitments• Strives for fairness• Takes responsibility• Shows respect for each individual• Encourages and develops others• Serves others• Shows courage to stand up for

what is right

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Ex. 6.2Ex. 6.2 How to Act Like a Moral Leader How to Act Like a Moral Leader

1. Develop, articulate, and uphold high moral principles.2. Focus on what is right for the organization as well as all the people

involved.3. Set the example you want others to live by.4. Be honest with yourself and others.5. Drive out fear and eliminate undiscussables.6. Establish and communicate ethics policies.7. Develop a backbone – show zero tolerance for ethical violations.8. Reward ethical conduct.9. Treat everyone with fairness, dignity, and respect, from the lowest

to the highest level of the organization.10. Do the right thing in both your private and professional life – even

when no one is looking.

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Moral LeadershipMoral Leadership

Distinguishing right from wrong and doing right; seeking the just, honest, and good in the practice of leadership

1010

ExEx. . 6.46.4 Three Levels of Personal Three Levels of Personal Moral DevelopmentMoral Development

Level 1: Preconventional

Follows rules to avoid punishment. Acts in own interest. Blind obedience to authority for its own sake.

Level 2: Conventional

Lives up to expectations of others. Fulfills duties and obligations of social system. Upholds laws.

Level 3:Postconventional

Follows internalized universal principles of justice and right. Balances concern for self with concern for others and the common good. Acts in an independent and ethical manner regardless of expectations of others.

1111

Daft Ch 6 1.CLP

1212

StewardshipStewardship

A belief that leaders are deeply accountable to others as well as to the organization, without trying to control others, define meaning and purpose for others, or take care of others.

1313

Traditional Org ChartTraditional Org Chart

Leaders on TOP

1414

StewardshipStewardship Leaders on Bottom

1515

““It begins with the natural It begins with the natural feeling that one wants to serve, feeling that one wants to serve, to serve first. Then conscious to serve first. Then conscious choice brings one to aspire to choice brings one to aspire to

lead….”lead….”

Robert GreenleafRobert Greenleaf

1616

Servant LeadershipServant Leadership

Leadership in which the leader transcends self-interest to serve the needs of others, help others grow, and provide opportunities for others to gain materially and emotionally

1717

Servant LeadershipServant Leadership

• Put service to others before your own interests

• Listen first

• Be trustworthy

• Encourage others and help them achive their goals

1818

THE TRUE LEADERTHE TRUE LEADER

““Leadership has strong ethical Leadership has strong ethical overtones, with the central overtones, with the central

premise being that true premise being that true leadership is service to others!leadership is service to others!

Robert GreenleafRobert Greenleaf

1919

CourageCourage

• The ability to step forward through fear– Accepting responsibility– Going against the status quo– Taking responsibility for mistakes/failures– Pushing beyond the comfort zone– Asking for what you want– Saying what you think– Fighting for what you believe in

2020

Six principles of Building TRUSTSix principles of Building TRUST

• Deal openly with everyone• Consider all points of view• Keep promises• Give responsibility as well as authority• Listen to understand (using dialogue) • Demonstrate that YOU CARE about people

–(* Do Exercise 3-2 p 313)

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Courage in Application to Moral Courage in Application to Moral LeadershipLeadership

• Requires personal courage

• Opposing unethical conduct

• Finding personal courage

• Believe in a higher purpose

• Draw strength from others

• Welcome failure

• Harness frustration and anger

2222

To Practice Moral LeadershipTo Practice Moral Leadership

You Must:

• Connect/True Concern with/for people

• Practice Stewardship

• Provide Equity and justice to all

• Self-understanding

2323

Unethical Climate In U.S. Unethical Climate In U.S. BusinessesBusinesses

• Consequences of unethical and illegal behavior:

– Difficulty in attracting good employees– Customers find other businesses– Investors withdraw their support

2424

WhistleblowingWhistleblowing

Employee disclosure of illegal, immoral, or unethical practices in the organization