Leadership New Ch.5

Care-based thinking

"Do what you want others to do to you."

Values are

"constructs representing generalized behaviors or states of affairs that are considered by the individual to be important."

Ends-based thinking is often characterized as:

"do what's best for the greatest number of people." It is also known as utilitarianism in philosophy, and it's premised on the idea that right and wrong are best determined by considering the consequences or results of an action

Rule-based thinking

"following the highest principle or duty"

The term upward ethical leadership has been used to refer to

"leadership behavior enacted by individuals who take action to maintain ethical standards in the face of questionable moral behaviors by higher-ups."

ethical dilemmas

A common and challenging situation which involves choosing between two "rights"

Research has identified how many particular biases that can have a pervasive and corrosive effect on our moral decision making?

Four

the moral person

Is seen as a principled decision maker who cares about people and the broader society

Servant leadership

Leading from behind. Being there to help. Facilitate others coming into their own leadership positions.

conflicts of interest

Occur when an individual's self interest conflicts with acting in the best interest of another, when the individual has an obligation to do so.

implicit prejudice

Unfounded negative belief of which we're unaware regarding the characteristics of an out-group

principle-centered leadership

a fundamental interdependence between the personal, the interpersonal, the managerial, and the organizational levels of leadership.

Authentic leaders

exhibit a consistency between their values, their beliefs, and their actions.

in-group favoritism

favor those similar to you, in your group. If you are not in that group, you do not enjoy that advantage.

the preconventional level

in which a person's criteria for moral behavior are based primarily on self-interest such as avoiding punishment or being rewarded

post- conventional level

in which the criteria are based on universal, abstract principles that may even transcend the laws of a particular society.

conventional level

in which the criteria for moral behavior are based primarily on gaining others' approval and behaving conventionally;

Advantageous comparison

lets one avoid self-contempt for one's behavior by comparing it to even more heinous behavior by others.

displacement of responsibility

people may violate personal moral standards by attributing responsibility to others.

disregard or distortion of consequences

people minimize the harm caused by their behavior.

ethics

principles of right conduct or a system of moral values.

Unethical climates are those in which

questionable or outright unethical behavior exists with little action taken to correct such behavior, or (worse) where such misbehavior is even condoned.

Moral reasoning

refers to the process leaders use to make decisions about ethical and unethical behaviors

Theory X

reflects a more pessimistic view of others. Managers with this orientation rely heavily on coercive, external control methods to motivate workers, such as pay, disciplinary techniques, punishments, and threats. They assume people are not naturally industrious or motivated to work.

Theory Y

reflects a view that most people are intrinsically motivated by their work. Rather than needing to be coaxed or coerced to work productively, such people value a sense of achievement, personal growth, pride in contributing to their organization, and respect for a job well done.

Moral justification involves

reinterpreting otherwise immoral behavior in terms of a higher purpose.

Overclaiming credit

tending to overrate the quality of our own work and our contributions to the groups and teams we belong to

Avolio and his associates have defined ethical leadership as having two core components:

the moral person and the moral manager.

euphemistic labeling

this involves using cosmetic words to defuse or disguise the offensiveness of otherwise morally repugnant or distasteful behavior

Ethical climates refer to

those in which ethical standards and norms have been consistently, clearly, and pervasively communicated throughout the organization and embraced and enforced by organizational leaders in both word and example.