Dr. Frederick D. Loomis Associate Professor of Education Coordinator, Online Programs in the Study of Higher Education Penn State University (September 2012)

Nearly 2/3 of high school teens surveyed have cheated during the past year

Nearly 1/3 admitted to shoplifting

80 % lied to their parents

But . . . • 93% of these students said their were satisfied

with their ethical character

Source: Bazerman and Tenbrunsel, (2011) Blind Spots: Why We Fail to Do What is Right and What to Do about It

Consider . . .

Half of the 250 undergraduates taking the course “Introduction to Congress” are being investigated for cheating on the final examination.

Philadelphia Inquirer, Sept. 11, 2012

Why do some leaders seem to develop “ethical blind spots” which prevent them from “doing the right thing” in the most critical defining moments of their careers?

My bias:

• Self awareness is an important key to professional success and personal happiness.

• If leadership is about doing the right thing, then we need leaders who are authentic and values-based.

• We all need to understand the difference between the intent – and the impact -- of our decisions.

• Self reflection is a skill you can learn and continue to improve throughout your life.

By the end of this evening, we will:

Provide perspectives on leadership and ethics based on the literature in this field;

Discuss the value of reflective practice in leadership development;

Apply the principles to several case studies in leadership and ethics;

Reflect on what these concepts might mean to our practice and in the work that we do . . .

Review what we know about: Leadership and Ethics

Reflective Practice

Discuss how these concepts apply to ourselves and to case studies in business, government and education, for example…

Business – Enron

Government - Pat Tillman

Education - Penn State

Reflect on our role as educators and how can we best incorporate reflective practice into our courses and training programs

Leadership is the ability and power of an individual to influence, inspire, motivate, and enable others to contribute towards the success of both the organization and the greater good of society.

The challenge arises when leaders are confronted with “defining moments” –e.g., decisions which must be made on the basis of what matters most, especially with regard to the impact on the organization and the “greater good.”

Competencies (Northouse, Yukl)

Authenticity, Values, Ethics (George, Johnson)

Defining Moments (Badaracco, Bazerman/ Tenbrunsel, Kouzes/Posner)

Context for Decisions (Bennis, Bolman/Deal)

Reflective Practice (Schon, Senge, Mezirow)

Characteristics: personality, skills (listening/communication), behaviors, traits, attributes (inspire confidence, humble, likeable, honest, respected, dependable, creative, predictable, visionary, charismatic)

Who you are - your strengths

What you were born with (the DNA of leaders)

What you have learned about leadership based on your education and experiences

Authenticity, Values, Ethics Leaders have a high level of self awareness ( I am who I am)

Values are clearly defined (e.g., the Golden Rule)

Leaders are purpose-driven, relationship-oriented and often – but not always - spiritual (why on earth am I here?)

They practice values by leading with their heart as well as their head

Leaders are concerned about leaving a legacy (making the world a better place)

Leaders engage in continuous, critical self reflection

Context for Decisions

Leadership depends on understanding the context and the decision situation

Know your “world” and culture - the immediate organizational environment as well as the broader societal pressures and issues

Develop the ability to diagnose the challenge (observe, interpret, intervene)

Challenge yourself to see situations through difference lenses (structure, people, politics and symbols)

Reflective Practice Being honest with yourself; gaining perspective

Am I/are we doing the “right” thing? Have we considered…). Asking the courageous question.

Increases self awareness, clarifies values and helps prevent “ethical blind spots”

Reflection in action (Schon) The capacity to think deeply before taking action (recognizing a possible “defining moment”);

To reflect on how things are going, as decisions are unfolding;

To debrief on decisions, learning from successes, mistakes and failures (not only for yourself but for the greater good)

Reflective Practice: Learning by Doing

Focusing attention on what is most important (develop long term thinking)

Writing, journaling and crafting case situations and lessons learned

Personalizing by drawing on the life experiences of yourself and others

Using images and metaphors (mental models)

Engaging in collaborative inquiry, actively seeking divergent points of view

Practicing mindfulness (meditation, prayer, discernment)

Sharing with a trusted advisor or coach

Plan in the morning; reflect in the evening; retreat on weekends. Keep a journal to record your feelings. Reflect on these questions:

What did I say I was going to do today and what did I actually do?

If what I did was different, what were the reasons? What should I be doing differently?

What “big decisions” did I make today? What impact did these decisions have on others?

How did I treat people? Is there anything I regret?

What did I learn today that will help me tomorrow and going forward…

Leaders have the power to provide light and illuminate the lives of followers -- or cast shadows which cover them in darkness (Johnson, 2009).

Leaders cast shadows when they fail to meet the ethical challenges of leadership, especially when failing to assume responsibility for their actions and decisions.

If we want to manage the dark forces within us, we must first acknowledge that they exist.

“A leader must take special responsibility for understanding what’s going on inside his or her own self, inside his or her own consciousness, lest an act of leadership create more harm than good.”

Parker Palmer

Issue/Question Solution/Ans

wer

• The problem is often not well-defined • Any analysis is usually data-free • The moral/ethical dimensions of the issue are rarely considered • The right people are often not “at the table” • There is little time for personal reflection and reconsideration

Prediction Forecasting

Recollection Revisionism

Decision Ethical fading

Visceral responses

Should

Want

I should behave ethically … therefore I will

I should have behaved ethically … therefore I did

I don’t see the ethical implications of this decision … so I do what I want to do

Source: Blind Spots (2011)

Blind Spot:

Prediction Forecasting

Recollection Honest

Debrief

Decisions “success with

honor”

Should

Want

I should behave ethically … therefore I will

I should have behaved ethically … therefore I did

Leadership Challenge: I take responsibility for my actions and inactions in this situation

Reflective

Practice:

Lessons

Learned and

Transformation

“Defining Moment” Decisions

Issues, interactions and decisions which define careers and relationships

Ethics is at the heart of leadership

Leaders must have a fine-tuned sense of awareness about self and situations in order to reflect “in the moment”

When in doubt, ethical leaders will take time to reflect and/or confide in a trusted advisor

Take a minute or two to reflect. Consider a challenging moment in your career when you asked a “courageous question” or made a conscious decision based on your ethical principles. Write it down.

Share this situation with the person next to you in a 2 minute story.

Why do some leaders seem to develop “ethical blind spots” which prevent them from doing the right thing in the most critical defining moments of their careers.

The failure to recognize an ethical dilemma

We often behave contrary to our best ethical intentions

Need to understand behavioral ethics and why leaders cannot not “walk their talk”

There is often a gap between who we are and who we think we should be. This results in different ways our minds approach ethical dilemmas and the different modes of decision-making that result. Often, we have selective recall of events and rationalize our decisions.

Business – Enron

Government – Pat Tillman Death

Education – Penn State

Prediction Forecasting

Recollection Honest

Debrief

Decisions “success with

honor”

Should

Want

I should behave ethically … therefore I will

I should have behaved ethically … therefore I did

Leadership Challenge: I take responsibility for my actions and inactions in this situation

Reflective

Practice:

Lessons

Learned and

Transformation

“The only thing necessary for evil to flourish is for good men to do nothing."

(Edmund Burke)

Having an ethical lapse of judgment does not make you a “bad person” or even a “bad leader.”

However… the legacy of your leadership is called into question when, on reflection, you cannot take responsibility for what you did – and what you didn’t do -- as a leader in a defining moment of your career.