ethical leadership sv
TRANSCRIPT
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8/2/2019 Ethical Leadership Sv
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Ethical Leadership
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Presentations1:30 Class
Feb. 23rd Teams 1, 4, 10, 15, 17, 19, 20
3:30 Class Feb. 23rd Teams 2, 3, 6, 7, 9, 12
1
Strongly
Disagree
2
Disagree
3
Neither Agree
Nor Disagree
4
Agree
5
Strongly Agree
This team provided good background information about their focal
individual or organization
1 2 3 4 5
This team provided a clear, detailed presentation of their focal
ethical dilemma
1 2 3 4 5
This team drew in theories and ideas from the course in a thoughtful
and appropriate way
1 2 3 4 5
This team had good stage presence 1 2 3 4 5
This team used powerpoint and/or other media well 1 2 3 4 5
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A process model of ethical action
____________________
Awareness of
the moralproblem
Ability toidentifycourses of
action
____________________
Ability to
select theappropriatecourse ofaction
____________________
Gaining
commitmentto moralaction
____________________
Persisting in a
moral task Overcoming
obstacles andfatigue
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__________
__________ Awareness ofthe moralproblem
Ability to
identifycourses ofaction
__________
__________ Ability toselect theappropriatecourse of
action
__________
__________ Gainingcommitmentto moralaction
__________
__________ Persisting in amoral task
Overcomingobstacles and
fatigue
____________. Do I
have knowledge of
and experience withthe issue at hand?
____________. Do I
have a consistent set
of guiding moralprinciples?
____________. Do I
feel a sense of
responsibility to themoral issue at hand?
____________. Do I
have the strength of
will to fulfill mymoral obligations?
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What does it take to be an
ethical leader?
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Leadership is the art of gettingsomeone else to do something
you want done because he wantsto do it
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What is leadership?A _________that includes ____________ the task
objectives and strategies of an organization, influencing
people in the organization to implement the strategiesand achieve the objectives and influencing the culture
of the organization (Yukl & Van Fleet, 2002)
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What is ethical leadership?_________________________________________________
through personal actions and interpersonal relationships, and
the promotion of such conduct to followers through two-way communication, reinforcement, and decision-making
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What is ethical leadership?
Care about employees
Respect people
Mentor employees
Honest and trustworthy
Receptive and good listeners
Courageous and strong
Provide guidance
Use rewards and punishments
Dont tolerate lapses
Hold people accountable
Care about the greater good
Interviews with executives and ethics officers
show common themes
Ethical leaders
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What is ethical leadership? Listens to what employees have to say
Disciplines employees who violate ethical standards
Conducts his/her personal life in an ethical manner
Has the best interests of employees in mind
Makes fair and balanced decisions
Can be trusted
Discusses business ethics or values with employees
Sets an example of how to do things the right way in terms of ethics
Defines success not just by results but also the way that they areobtained
When making decisions, asks what is the right thing to do?
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What types of people are ethical leaders?DEMOGRAPHICS
Age
Gender
PERSONALITY
Agreeableness (kind, trusting, altruistic, warm, honest)
Extraversion (outgoing, talkative, assertive, status-seeking) Openness (imaginative, curious, amenable to new ideas)
Conscientiousness (thorough, organized, hardworking)
Neuroticism (anxious, unstable, stressed, impulsive)
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How does ethical leadership match up with other
leadership styles? Transactional leadership focuses on short-term resource
exchange
Transformational leadership focuses on transcending short-term goals to emphasize the higher order needs of the
organization
Servant leadership focuses on employee growth and well-being
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Ethical leaders are moral people andmoral
managersMoral People
Values. Honesty, integrity,kindness
Behaviors. Care,
compassion, fairness,
charity
Moral Managers
Communication. Ethical valuesare prominently conveyed
Role modeling. Ethical behavior
is made visible
Rewards and Discipline. People
are held accountable for theirethical action
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MORAL PERSON?
YES NO
MORAL
MANAGER?
YES
NO
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James Burke Former CEO of Johnson & Johnson
Known for personal integrity
Revised corporate credo In 1982, seven people in the Chicago area were killed from
cyanide laced Tylenol
Company recalled 31 million bottles nationwide
Established hotline
Communicated with media
Pioneered tamper-resistant packaging
By the mid 1980s, pre-crisis market share was regained
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Al Dunlap former CEO at Sunbeam
Known for emotional abuse, being condescending, belligerent,
and disrespectful. Became physically violent when upset,throwing papers, banging his hands on the desk, etc.
Demanded employees make numbers at all costs, and provided
large bonuses as rewards
Fired in 1998
Settled a civil suit with the SEC for $500,000, and agreed to
never be officer or director of another company
Fraud traced back to the 1970s, throughout his career
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Jim Bakker Praise the Lord (PTL) ministry, a religious
broadcasting empire
10 million homes and 2,000 employees at its peak Encouraged followers to buy lifetime memberships at a hotel
next to a USA Christian theme park
Sold over 66,000 memberships, with room for only 25,000
Spent the money on operating expenses. The hotels were never
completed
Spent eight years in prison
Encouraged ethical action Engaged in deceptive financial practices, conflicts of interest,
lied to donors, etc
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Lord John Browne former CEO of BP
$200 million beyond petroleum campaign
Texas City plant exploded, killing 15 workers Two oil spills occurred in Alaska
All three accidents traced to cost cutting measures
Greenpeace awarded Browne Best Impression of anEnvironmentalist award in 2005
Resigned in 2007 after a scandal in his personal life
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Sandy Weill former CEO of Citigroup
Said that the company is too big to micromanage. Created a
decentralized management structure Accused of helping Enron hide debt, peddling worthless
WorldCom debt, Japan operations shut down for transgressions
(money laundering, among other infractions)
Described by Fortune magazine as Tone Deaf on ethical issues
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Five barriers to ethical leadership Ill-conceived goals
Motivated blindness
Indirect blindness The slippery slope
Overvaluing outcomes
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What are the consequences of ethical leadership? Ethical leaders build ethical cultures
Followers are more satisfied with ethical leaders
Ethical leaders encourage ethical behavior Ethical leaders promote extra effort