5-1 copyright © 2012 by the mcgraw-hill companies, inc. all rights reserved. mcgraw-hill/irwin
TRANSCRIPT
5-1Copyright © 2012 by The McGraw-Hill Companies, Inc. All rights reserved.McGraw-Hill/Irwin
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Leadership Ethics and Values
“Leadership cannot just go along to get along… Leadership must meet the moral challenge of the day.”
~Jesse Jackson
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Introduction
• Personal values may be one of the most important determinants of how power is exercised or constrained.
• Mere possession of power leads to ethical questions about usage of power.
• The challenge of leadership becomes complex in a diverse and global environment.
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Leadership and “Doing the Right Things”
• Leaders face dilemmas that require choices between competing sets of values and priorities.
• Leaders set a moral example that becomes the model for an entire group or organization.
• Leaders should internalize a strong set of ethics, principles of right conduct, or a system of moral values.
• Good leaders tend to align the values of their followers with those of the organization or movement.
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Leadership and “Doing the Right Things” (continued)
• Four qualities of leadership that engenders trust:– Vision
– Empathy
– Consistency
– Integrity
• Two contrasting sets of assumptions people make about human nature:– Theory X
• Reflects that most people need extrinsic motivation.
– Theory Y• Reflects that most people are intrinsically
motivated.
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What Are Values?
• Values: “Constructs representing generalized behaviors or states of affairs that are considered by the individual to be important.”
• They play a fairly central role in one’s overall psychological makeup.
– They can affect behavior in a variety of situations.
• Individuals in the same work unit can have considerably different values.
• We can only make inferences about people’s values based on their behavior.
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Are there Generational Differences in Values?
• Pervasive influences of broad forces at a particular time tend to create common value systems.– This may contribute to misunderstandings and
tension between older leaders and younger followers.
• Each generation is molded by distinctive experiences at their critical developmental periods:– The Veterans (1922–1943)
– The Baby Boomers (1942–1960)
– The Gen Xers (1960–1980)
– The Nexters (1980–)
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Are there Generational Differences in Values? (continued)
• Research has also found that there is little evidence of a generation gap in basic values.
• Research has looked at how GenXers impact leadership:– Define leadership as removing obstacles and
gioving followers what they need– Believe leaders have to “earn their stripes”
rather than advance by seniority
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Moral Reasoning
• An important consideration is how one thinks about value-laden issues or ethical dilemmas.
• Moral reasoning: Process leaders use to make decisions about ethical and unethical behaviors.
– Manner by which leaders solve moral problems.
• Value differences often result in different judgments regarding ethical and unethical behavior.
• Kohlberg offers that although the development of moral reasoning is invariant, not all individuals actually achieve the highest stages.
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Developmental Levels and Stages of Moral Reasoning
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Biases Affecting Moral Decisions
Research has identified 4 biases that affect our moral decision making:
• Implicit prejudice – subconscious prejudices that affect our decisions without us being aware of them
• In-group favoritism – doing acts of kindness and favors for those who are like us
• Overclaiming credit – overrating the quality of our own work and contributions
• Conflicts of interest – we often discount the effects of a conflict of interest
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Examples of Rushworth Kidder’s Four Ethical Dilemmas
• Truth versus loyalty – when honestly answering a question may compromise confidentiality.
• Individual versus community – compromising the rights of an individual for the good of the community.
• Short-term versus long-term – balancing time with children verses on career.
• Justice versus mercy – for ex excusing a person’s behavior due to extenuating circumstances
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Kidder’s Principles for Resolving Ethical Dilemmas
• Ends-based thinking – “Do what’s best for the greatest number of people.” Also known as utilitarianism.
• Rule-based thinking – “Following the highest principle or duty.”
• Care-based thinking – “Do what you want others to do to you.” Also known as The Golden Rule.
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Ways people avoid feeling guilty
Good people sometimes do bad things. Here are some ways people avoid guilty feelings associated with those actions:
• Moral justification
• Euphemistic labeling
• Advantageous comparison
• Displacement of diffusion of responsibility
• Disregard or distortion of consequences
• Dehumanization
• Attribution of blame
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Authentic Leadership
• Founded in Greek philosophical notion of “to thine own self be true.”
• Strong ethical convictions that guide behavior
• Not so much avoiding doing what is “wrong” as much as trying to do what is “right”
• Has gained momentum recently because• of beliefs that
– enhancing self-awareness can help people in organizations find more meaning and connection at work
– Promoting transparency and openness in relationships builds trust and commitment
– fostering more inclusive structures and practices can help build more positive ethical climates
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Servant Leadership
• Leadership role is serving others
• Stems in part from the teachings of Jesus
• 10 characteristics describe servant leaders:
• Listening• Empathy• Healing• Awareness• Persuasion• Conceptualization• Foresight:• Stewardship• Commitment to others’ growth• Building community:
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Leading by example…
• One of the most quoted “principles of good leadership”
• Research shows that ethical role models are characterized by four general categories of attitudes and behaviors:– Interpersonal behaviors : show care, concern, and compassion for
others.
– Basic fairness : fairness shown to others
– Ethical actions and self-expectations: hold themselves to high ethical standards
– Articulating ethical standards: articulate a consistent ethical vision and are uncompromising toward it
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Formal Leadership Roles
Formal leadership roles impose unique ethical responsibilities and challenges.
Leaders more than followers:
•Possess unique degrees of both legitimate and coercive power
•Enjoy greater privileges
•Have access to more information
•Have greater authority and responsibility
•Interact with a broader range of stakeholders who expect equitable treatment
•Must balance sometimes competing loyalties when making decisions
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Creating and sustaining an ethical climate5 “fronts” of leadership action are required to create an
ethical climate:
• Formal ethics policies and procedures – formal statements of ethical standards and policies, reporting mechanisms, disciplinary procedures, penalties for ethical violations
• Core ideology – organization’s purpose, guiding principles, basic identity, and most important values have to have an ethical focus
• Integrity – can’t be just plaques, posters or declarations… ethics has to be enacted through personal integrity
• Structural reinforcement – organization’s structure and systems should encourage higher ethical performance and discourage unethical performance
• Process focus – how goals are achieved is as important as achievement
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Principle–centered Leadership
Fundamental interdependence between the personal, interpersonal, managerial, and organizational levels of leadership
Unique roles of each are:
•Personal – be a trustworthy person in terms of both character and competence.
•Interpersonal – a lack of trust leads to self-protective efforts to control and verify each other’s behavior.
•Managerial – empowering others requires a trusting relationship and requires team building, delegation, communication, negotiation, and self-management.
•Organizational – creativity requires the organization’s structure, systems (e.g. training, communication, reward), strategy, and vision be aligned and mutually supportive.
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Summary
• There is a relationship between ethics, values and leadership
• More than just the content of what one believes is right and wrong, how one makes ethical decisions is critical.
• Ethical dilemmas often involve a choice between two “rights” rather than right and wrong.
• Recent research has explored the interdependencies between effective leadership and particular value systems