MANA 4325 Exam 2 [10/18/16]

Moral Disengagement

the process of convincing the self that ethical standards do not apply to oneself in a particular context, by separating moral reactions from inhumane conduct by disabling the mechanism of self-condemnation. In other words, it's the extent to which you rationalize your unethical or unjust actions through such was as moral justification, advantageous comparison, or attribution of blame.

Principles of Empowering People

Trust in people. Invest in people. Recognize accomplishments. Decentralize decision-making. View work as a cooperative effort.

Servant Leadership

Begins with the natural feeling that one wants to serve, to serve first. Then conscious choice brings one to aspire to lead...The difference manifests itself in the care taken by the servant - first to make sure that other people's highest priority needs are being served." Placing the good of followers over their own self-interests and emphasize follower development. Demonstrate strong moral behavior toward followers

Relational transparency (Components of Authentic Leadership)

Being open and honest in presenting one's true self to others "I openly share my feelings with others." & "I let others know ho I truly am as a person."

Teamwork and collaboration (Social competence: Social awareness)

Creating group synergy through cooperation and team-building in pursuit of collective goals

Ineffective Leadership

Incompetent - lacking will or skill (or both) - Example: Rick Wagoner (GM X-CEO) Rigid - unwilling/unable to adapt to new ideas, new information, or change - Example: Mary Meeker Intemperate - lack of self-control; no intervention by followers - Example: Marion Barry Jr., James Bakker

How the LMX theory works

It describes leadership, and it prescribes leadership. In both instances, the central concept is the dyadic relationship that a leader forms with each of the leader's followers. Descriptively, the theory suggests that it is important to recognize the existence of in-groups and out-groups within a group or an organization.

Helping followers grow and succeed (Servant Leader Bahaviors - Liden's Servant Leadership Model)

Knowing followers' professional or personal goals

Accurate self-awareness (Personal competence: Self-awareness)

Knowing one's strengths and limits.

Ethics

The system of rules governing the ordering of values Affects people's behavior and the 'goods' that are worth seeking - values - principles of conduct Ethics becomes more complicated when a situation dictates that one value overrules another Provides a system of rules or principles as a guide in making decisions about what is right/wrong and good/bad in a specific situation. Provides a basis for understanding what it means to be a morally decent human being

Weaknesses of Authentic Leadership Approach

The theory is still in the formative stages, so some concepts in the practical approaches are not fully developed or substantiated. The link between authentic leadership and positive organizational outcomes is unclear.

Behaving ethically (Servant Leader Bahaviors - Liden's Servant Leadership Model)

Doing the right thing in the right way

Adult mean - MAAS Score

Mean score = 4.2 Standard deviation = .6

Benefits of EI for Entrepreneurs

Entrepreneurs who scored in the top 10% in expressing and reading emotions earn more money that those in the bottom 10%.

Mentor

- an individual who provides guidance, coaching, counseling, and friendship to a protégé

Societal impact (Outcome of Liden's Servant Leadership Model)

"Others first" organizational philosophy. Better organizations = benefits to society.

Mindfulness

A healthy state of cognitive openness, curiosity, and awareness Moment-to-moment awareness Constantly and consciously in tune with ourselves It helps counteract stress It helps us realize if we are heading down the wrong road and be aware of others and the business environment

Balanced processing (Components of Authentic Leadership)

Ability to analyze information objectively and explore other people's opinions before making a decision "I seek others' opinions before making up my own mind." & "I listen very carefully to the ideas of others before making decisions."

Emotional Intelligence (Textbook)

Ability to perceive and: - apply emotions to life's tasks - reason/understand emotions - express emotions - use emotions to facilitate thinking - manage emotions within oneself and relationships

Acquaintance Phase (LMX Theory)

Begins with an "offer" by leader/subordinate for improved career-oriented social exchanges It is a "testing" period for both people, assessing whether the subordinate is interested in taking on new roles and the leader is willing to provide new challenges There is a shift in dyad from formalized interactions to new ways of relating to one another Quality of exchanges improve along with greater trust & respect for one another There is less focus on self-interest, and more focus on the goals of the group

Unethical Leadership

Callous - uncaring and unkind; ignoring/discounting needs, wants, and wishes of others - Example: Al Dunlap Corrupt - greedy and self-centered; they lie, cheat, & steal - Example: William Aramony, Andrew Fastow, Tony Soprano Insular - disregarding the health and welfare of others Evil - using pain/fear to signify power; they inflict severe harm (physically and psychologically) to others - Example: David Koresh, Jim Jones

Positive psychological capacities

Confidence Hope Optimism Resilience

Moral Reasoning Capacities

Deciding right and wrong Promoting justice, greater good of the organization or community

Adaptability (Personal competence: Self-management)

Flexibility in handling change

Serves Others (Principles of Ethical Leadership)

Follower-centered - Based on the altruistic principle of placing followers foremost in the leader's plans Leader's have - - A duty to help others pursue their own legitimate interests and goals - To be stewards of the organization's vision; in serving others they: clarify, nurture, and integrate the vision with, not for, organization members - An ethical responsibility to make decisions that are beneficial to their followers' welfare Leader behaviors - Mentoring - Empowerment - Team building - Citizenship behaviors

Personal benefits of Emotional Intelligence

Greater career success Stronger personal relationships Increased optimism and confidence Better health

Influence (Social competence: Social awareness)

Having impact on others and wielding effective tactics for persuasion.

Career mentoring functions

Help with advancement in the organization/profession Sponsorship Exposure and visibility Protection Coaching

Psychosocial mentoring functions

Help with enhancement of self-identity Role-modeling Acceptance and Confirmation Counseling Friendship

Traditional mentoring perspective

Hierarchical Single, dyadic relationship Intraorganizational

Ethical egoism

High concern for self-interest, low concern for the interest of others An ethical system defining acceptable behavior as that which maximizes consequences for the individual Doing what promotes the greatest good for oneself Example: leader takes a political stand on an issue for no other reason than to get re-elected

Manifest Honesty (Principles of Ethical Leadership)

Honest leaders are authentic but also sensitive to the feelings and attitudes of others Leader behaviors - Don't promise what you can't deliver - Don't suppress obligations - Don't evade accountability - Acknowledge and reward honest behavior in the firm Leaders: - Are not deceptive - Tell the truth with a balance of openness and candor while monitoring what is appropriate to disclose in a particular situation

Improving LMX Quality

How subordinates involve themselves in expanding their role responsibilities with the leader determines whether they become in-group or out-group participants Becoming part of the in-group involves subordinate negotiations in performing activities beyond the formal job description Practical recommendations - New employees = offer loyalty, support, and cooperativeness - Out-group member = accept the situation, try to become an in- group member, or quit - Managers = try to expand in-groups, give all subordinates opportunities to prove themselves and nurture high-quality exchanges. Focusing on ways to build trust and respect with all subordinates will result in the entire work group becoming an in-group

Steps for Searching for a Mentor

Identify what you need Evaluate yourself as a prospective protégé Identify mentor candidates Prepare for obstacles Approach possible mentors

"Good to Great" by J. Collins

In a study of 29 "good to great" companies (i.e., stock returns 3X better than market over 15 yrs.) found... 1. Absence of ego-driven leaders. 2. Leaders were fiercely ambitious & driven, but ambition was directed at org. success & not personal success. 3. Took responsibility for mistakes; gave credit for successes to those that deserved it. 4. Pride in developing strong leaders who could take over after they were gone.

Inspirational leadership (Social competence: Social awareness)

Inspiring and guiding individuals and groups with a compelling vision.

Duty-based Theories

Instead of focusing on whether a given action has ethical consequences, theses theories emphasize that it's also important for the action itself to be good. They focus on the actions of the leader and his/her moral obligation and responsibilities to do the right thing - Example: telling the truth, keeping promises, being fair

Emotional self-control (Personal competence: Self-management)

Keeping disruptive emotions and impulses in check.

Elements of Terry's Authentic Action Wheel

Meaning - guiding values, principles, and ethics Existence - history and identity Resources - People, capital, information, equipment, and time Mission - goals, objectives, and desires Power - Energy, motivation, morale, and control Structure - Systems, policies, and procedures

Utilitarianism

Medium concern for self-interest, medium concern for the interest of others Leaders weight outcomes and choose the greatest good for the greatest number should be the overriding concern of decision makers Best decisions - Generate the most benefits as compared to their disadvantages - Benefit the greatest good for the greatest number of people

Why is mentoring important?

Mentored individuals: - earn higher salaries - have higher promotion rates - are more committed to their organizations - have more clarity of their professional identity - have more career-related self-efficacy and perceived career success

Developmental Network perspective

Multilevel Multiple dyadic, networked relationships Intraorganizational and extraorganizational

Structure of Emotional Intelligence

PERSONAL COMPETENCE Self Awareness: - Emotional self-awareness - Accurate self-awareness - Self-confidence Self Management: - Emotional self control - Transparency - Adaptability - Achievement orientation - Initiative - Optimism SOCIAL COMPETENCE Social Awareness: - Empathy - Organizational awareness - Service Orientation Relationship Management: - Developing others - Change catalyst - Inspirational leadership - Influence - Conflict management - Teamwork and collaboration

Phases in Leadership Making (LMX Theory)

Phase 1: Stranger Roles: Scripted Influence: One way Exchange: Low quality Interest: Self Phase 2: Acquaintance Role: Tested Influence: Mixed Exchanges: Medium quality Interests: Self and other Phase 3: Partnership Role: Negotiated Influence: Reciprocal Exchanges: High quality Interests: Group

Factors that Influence Authentic Leadership

Positive Psychological Capacities + Moral reasoning = Critical Life Events --> Authentic Leadership

Organizational performance (Outcome of Liden's Servant Leadership Model)

Positive relationship between servant leadership and OCB. Team effectiveness enhanced by increasing members' shared confidence they could be effective.

Dimensions --> Characteristics (Bill George's Authentic Leadership Approach)

Purpose --> Passion Values --> Behavior Relationships --> Connectedness Self-discipline --> Consistency Heart --> Compassion

Similarities Between Authenticity & EI?

Self-awareness Empathy

Follow receptivity (Liden's Servant Leadership Model)

Some subordinates do not want to work with servant leaders. When matched with followers who desire it, servant leadership has a positive impact on performance and organizational citizenship behavior.

Relationship Management (Social competence)

The ability to gain cooperation and inspire others as well as manage potentially dysfunctional emotions such as anger and fear.

Putting followers first (Servant Leader Behavior - Liden's Servant Leadership Model)

Using actions and words that demonstrate to followers that their concerns are a priority - the defining characteristic of servant leadership

Strengths of LMX Approach

Validates our intuitive understanding of how people within organizations relate to each other and the leader Is the only leadership approach that makes the dyadic relationship the centerpiece of the leadership process Directs our attention to the importance of communication in high-quality leadership

Hygiene Factor (Herzberg's Two Factor Theory)

work condition related to dissatisfaction caused by discomfort or pain - maintenance factor - contributes to employee's feeling not dissatisfied - contributes to absence of complaints

Weaknesses of LMX Approach

Inadvertently supports the development of privileged groups in the workplace; appears unfair and discriminatory The basic theoretical ideas of approach are not fully developed - What are the means to build trust, respect, and obligation? What are the guidelines? - How do contextual factors such as workgroup norms and organizational culture affect relationships?

Initiative (Personal competence: Self-management)

Readiness to act on opportunities.

Organizational awareness (Social competence: Social awareness)

Reading a group's emotional currents and power relationships.

Follower performance and growth (Outcome of Liden's Servant Leadership Model)

Recognizing followers' contributions and helping them realize their human potential. Favorable impact on subordinate in-role performance. Followers themselves may become servant leaders.

Emotional Self-awareness (Personal competence: Self-awareness)

Recognizing one's emotions and their effects. Using guts sense to guide decisions.

Emotional healing (Servant Leader Behavior - Liden's Servant Leadership Model)

Recognizing others' problems and taking the time to address them

Self-management (Personal competence)

The ability to regulate one's own emotions, and keeping harmful impulses in check

Self-confidence (Personal competence: Self-awareness)

A strong sense of one's self-worth and capabilities.

Social awareness (Social competence)

The ability to understand another person's emotions and know his or her needs even when they are unstated.

Cultivation (Phase of mentoring relationship)

2-5 years

The Marshmallow Study

4-year-olds were a part of Goleman's marshmallow study, and then surveyed at 18 (upon graduating high school) in late 90's. - The 4-year-olds were told that if they waited until the researcher came back, they'd get 2 marshmallows. IQs of eaters and noneaters were not different, but the emotional intelligence scores were. Also, those children high on EI were: - Less suspect to stress, more self-confident, and more dependable - Less irritated by abrasive personalities - Accomplished more of their early life goals, and were tenacious in doing so - Scored about 200 points higher on the SAT

Initiation (Phase of mentoring relationship)

6 months to 1 year

Separation (Phase of mentoring relationship)

6 months to 2 years

Critical Life Events (Positive or Negative)

Act as a catalyst for change People attach insights to their life experiences When people tell life stories they gain clarity about who they are Stimulate personal growth

Terry's Authentic Action Wheel

Action-centered model Leaders should strive to do what is right Two core leadership questions: - What is really, really going on? - What are we going to do about it? Authentic Action Wheel helps leaders frame problems - Steps Involved -- Locate the problem on the diagnostic wheel -- Strategically select an appropriate response to the problem

Relevance of Authentic Leadership to the Workplace

All employees have the capacity to become authentic leaders. It is a lifelong learning process. Human Resource departments may be able to foster authentic leadership behaviors in employees who move into leadership positions. The best leaders are always trying to do the "right" thing, to be honest with themselves and others, and to work for the common good. Leaders are shaped by critical life events that lead to growth and greater authenticity.

Empowering (Servant Leader Behaviors - Liden's Servant Leadership Model)

Allowing followers the freedom to be independent, make decisions on their own, and be self-sufficient

MSCEIT (Measuring Emotional Intelligence)

EQ as a set of mental abilities to perceive, facilitate, understand, and manage emotion.

Service orientation (Social competence: Social awareness)

Anticipating, recognizing, and meeting customers' or clients' needs.

Virtue-based Theories

Approach ethics from the viewpoint of a leader's character - Focus is on who people are as people - Rather than tell people what to do, you want to tell people what to be - Society's rules provide a moral minimum - Moral individuals can transcend rules by applying their personal virtues - The idea is to help people become more virtuous through training and development - Virtues are present within person's disposition; practice makes good values habitual - Development of high moral character - - Virtues are acquired through observation and imitation - - Story telling to illustrate and reinforce ethical values - Examples: courage, honesty, fairness, justice, integrity, humility

Authentic Leader

Authentic leadership focuses on whether leadership is genuine. Authentic leaders know who they are, what they believe in and value, and act on those values and beliefs openly and candidly.

Practicing self-awareness

Awareness of our own emotional states is the foundation of all the EI skills. Learn to "tune-in" to your emotions - they can give you valid information about your responses to stressful situations. Recognize the importance of emotions even in "technical" fields.

Bill George's Authentic Leadership Approach

Based on a leader characteristic model Premise is that leaders have genuine desire to serve others Five characteristics of Authentic Leaders - Understand their purpose - Strong values - Trusting relationships - Self-discipline - Act from the heart (mission)

Weaknesses of Servant Leadership Approach

Because the name appears contradictory, servant leadership may be seen as whimsical, or not really "leadership." Researchers are unable to reach consensus on a common definition or theoretical framework for servant leadership. The prescriptive overtone suggests that good leaders "put others first" and conflicts with other principles of leadership such as directing, concern for production, etc. It can also sound overly moralistic, which may deter some researchers.

Goleman (1995, 1998) (Measuring Emotional Intelligence)

EQ as a set of personal and social competencies - self-awareness, confidence, self-regulation, conscientiousness, and motivation

Relevance of Ethical Leadership Approach

Can be applied to individuals at all levels of organization and in all walks of life. Because leadership has a moral dimension, being a leader demands awareness on our part of the way our ethics defines our leadership. Managers and leaders can use information on ethics to understand themselves and strengthen their own leadership. Leaders can use ethical principles as benchmarks for their own behavior Leaders can learn that leader-follower relationship is central to ethical leadership

Kohlberg's Model of Cognitive Moral Development

Classification of people based on their level of moral judgment Premoral stage Decisions based on concrete rewards and punishments and immediate self-interest Conventional stage Conformance to the expectations of ethical behavior held by groups or institutions such as society, family, or peers Principled stage Broader perspective in which individuals see beyond authority, laws, and norms and follow their self-chosen ethical principles

Corporate Ethics Programs

Compliance-based ethics programs prevent, detect, and punish legal violations Integrity-based ethics programs include mechanisms designed to instill in people a personal responsibility for ethical behavior

Leader-Member Exchange (LMX) Theory

Conceptualizes leadership as a process. (It is centered on the interactions between a leader and subordinates) Challenges the assumption that leaders treat followers in a collective way, as a group. Directed attention to the differences that might exist between the leader and each of his/her followers.

Builds Community (Principles of Ethical Leadership)

Concern for common good means leaders cannot impose their will on others; they search for goals that are compatible with everyone. Ethical Leaders & Followers - take into account purposes of everyone in the group, and - reach out beyond their own mutually defined goals to wider community Leader behaviors - Takes into account purposes of everyone in the group - Is attentive to interests of the community and culture - Does not force others or ignore intentions of others

Conduct (Domain of Ethical Theories)

Consequences (telelogical theories) - Ethical egoism - Utilitarianism Duty (deontological theories)

Antecedent Conditions (Liden's Servant Leadership Model)

Context and culture - Organizational context - Dimensions of culture (e.g. power distance) Leader attributes - Traits interact with ability to engage in servant leadership (e.g. moral development, emotional intelligence) Follower receptivity - Some subordinates do not want to work with servant leaders. When matched with followers who desire it, servant leadership has a positive impact on performance and organizational citizenship behavior.

Groves, McEnrue & Shen (2008)

EQ as awareness of four self competencies - Appraisal of others emotions, facilitating thinking with emotions, understanding emotions of others, regulation and management of emotions

Shankman & Allen (2002)

EQ as awareness of three aspects of leadership - context, self, and others

Centrality of Ethics to Leadership

Due to the nature of the process of influence, the need to engage followers in accomplishing mutual goals, and the impact leaders have on the organization's values.

Professional Benefits of Emotional Intelligence

Effective leadership skills Improved communication Less workplace conflict Better problem solving skills Increased likelihood of promotion

Practicing Empathy (Social awareness)

Empathy means recognizing, and responding appropriately to, the emotions of others. By expressing empathy, you also create empathy in others. Realize that emotions impact such measurable goals as productivity and safety.

"Leadership Making" (LMX Theory)

Emphasizes that a leader should develop high-quality exchanges with all of her or his subordinates, rather than just a few. 3 phases of leadership making - Stranger phase - Acquaintance phase - Mature partnership phase

Elements of Empowerment

Employees: receive information about company performance. receive knowledge and skills to contribute to the company goals. have the power to make substantive decisions. understand the meaning and impact of their jobs. are rewarded based on company performance.

Shows Justice (Principles of Ethical Leadership)

Ethical leaders are concerned with issues of fairness and justice; they place issues of fairness at the center of their decision making Leader's shall - adhere to principles of distributive justice Leader behaviors - All subordinates are treated in an equal manner

Early studies (LMX Theory)

Focused on the vertical linkages leaders formed with each of their followers Leader's relationship to a work unit viewed as a series of vertical dyads. leader forms unique relationship with each subordinate. Researchers found two general types of linkages (or relationships): Expanded/negotiated role responsibilities (extra-roles) = in-group: - Relationships marked by mutual trust, respect, liking, and reciprocal influence - They receive more information, influence, confidence, and concern than out-group members Formal employment contract (defined-roles) = out-group: - Relationships marked by formal communication based on job descriptions (i.e., more distant, cold, impersonal, and based on formal authority and position)

Strengths of Authentic Leadership Approach

Fulfills society's expressed need for trustworthy leadership and has an explicit moral dimension. Provides guidelines for those who want to become authentic leaders. Both practical and theoretical approaches provide a roadmap. Unlike traits that only some people exhibit, everyone can learn to be more authentic.

Recommendations on Mentoring

Give the relationship structure - Formal and informal mentoring need org. support Have a back-up mentor - More = more, not less Recruit mentors carefully - The right reasons are important - Matching is important, but be careful not to exclude some employees Training and orientation is important - Communicate expectations - Explain actions - Teach conflict-management skills Give feedback - Make the feedback formal and two-way if necessary Prepare for the end - Implement an end time or at least discuss what it should look like

Ethical Climate

In an organization refers to the processes by which decisions are evaluated and made on the basis of right and wrong

Self-awareness (Components of Authentic Leadership)

Reflecting on one's core values, identity, emotions, motives. Being aware of and trusting your own feelings "I can list my three greatest weaknesses" & "I seek feedback as a way of understanding how I really am as a person."

Redefinition (Phase of mentoring relationship)

Indefinite

Change catalyst (Social competence: Social awareness)

Initiating, managing, and leading in a new direction

Creating value for the community (Servant Leader Behaviors - Liden's Servant Leadership Model)

Intentionally giving back to the community. Encouraging followers to volunteer for community service.

Stranger Phase (LMX Theory)

Interactions within the leader-subordinate dyad are generally rule bound Both parties rely on contractual relationships Both parties relate to each other within prescribed organizational roles Lower quality exchanges are experienced The motives of the subordinate are directed toward self-interest rather than good of the group

Weaknesses of Ethical Leadership Approach

Lacks a strong body of traditional research findings to substantiate the theoretical foundations Relies heavily on writings of just a few individuals that are primarily descriptive and anecdotal in nature, and are strongly influenced by personal opinion and a particular worldview

Why Does Unethical Behavior Occur?

Lapses in Individual Ethics - People can be lead to believe that any act is ethical under the right circumstances Ruthless Pursuit of Self-Interest - Poorly performing organizations are more likely to commit unethical and illegal acts Outside Pressure - Trickle down effect of pressure: Shareholders → CEO → TMT → VPs → Middle Managers, etc.

Practicing Self Management (Personal competence: Self-management)

Leaders skilled at self-management remain hopeful and optimistic despite obstacles, setbacks, or even failures. It doesn't mean suppressing or denying your emotions. Rather, understanding them and using that understanding to deal with situations.

10 Characteristics of a Servant leader

Listening - acknowledging the viewpoint of followers and validating these perspectives. Empathy - "standing in the shoes" of another person and attempting to see the world from that person's point of view. Healing - in helping followers become whole, servant leaders are themselves healed. Awareness - understanding oneself and the impact one has on others. Persuasion - creates change through gentle, nonjudgmental argument. Conceptualization - the ability to be a visionary for an organization. Foresight - the ability to predict what is coming based on what is occurring in the present and what has happened in the past. Stewardship - carefully managing the people and organization one has been given to lead. Holding the organization in trust for the greater good of society. Commitment to the Growth of People - treating each follower as a unique person with intrinsic value beyond what he/she contributes to the organization. Building Community - allowing followers to identify with something greater than themselves that they value.

Altruism

Low concern for self-interest, high concern for the interest of others Authentic transformational leadership is based on altruistic principles Example: the work of Mother Theresa, who gave her entire life to help the poor

Principled Level (Level III)

Stage 5: Principles of justice/right Stage 6: Self-selected ethical principles

Transparency (Personal competence: Self-management)

Maintaining integrity; acting congruently with one's values; honesty.

Strengths of Servant Leadership Approach

Makes altruism the central component of the leadership process. Leaders should put followers first, share control with them, and embrace their growth. By doing so, it's the only approach that highlights the principle of caring for others. Provides a counterintuitive approach to the use of influence. Influence can be negative - leaders should not dominate, direct or control. Rather, leaders should share control and influence. Servant leadership is not a panacea. It may not be effective when subordinates are not open to being guided, supported, and empowered.

Mature Partnership Phase (LMX Theory)

Marked by high-quality leader-member exchanges Both parties experience high degree of mutual trust, respect, and obligation toward each other Both parties have tested the relationship and found it dependable There is a high degree of reciprocity between the leader and subordinate Each person may depend on the other for favors and special assistance There is a highly developed pattern of relating to one another that produces positive outcomes for both parties and the organization - The partnership is transformational, moving beyond self-interest to accomplish greater good for the team and the organization

College student mean - MAAS Score

Mean score = 3.8 Standard deviation = .7

Negative Mentoring - Proteges perspective

Mismatch within the mentor-protégé dyad - Different values, workstyles, personalities Distancing behaviors by the mentors - Neglecting, self-absorption, intentional exclusion Manipulative behavior - Tyranny, inappropriate delegation, credit-taking, deception Lack of mentor expertise - Interpersonal incompetence, technical incompetence General dysfunctionality - Bad attitude, personal problems, sexual harassment

Building a theory about servant leadership

More recently, researchers have begun to examine the conceptual underpinnings of servant leadership in an effort to build a theory about it. These studies have resulted in a wide array of models that describe servant leadership using a multitude of variables. For example, Russell and Stone (2002) developed a practical model of servant leadership that contained 20 attributes, nine functional characteristics (distinctive behaviors observed in the workplace), and 11 accompanying characteristics that augment these behaviors. Similarly, Patterson (2003) created a value-based model of servant leadership that distinguished seven constructs that characterize the virtues and shape the behaviors of servant leaders.

Ethics codes

Most visible sign of corporate commitment to ethical behavior - must be tailored to individual company's philosophies - addresses subjects such as employee conduct, community and environment, shareholders, customers, political activity

Negative Mentoring - Mentor's Perspective

Negative relational dynamics - exploitive and egocentric protégés Submissiveness - overdependence on mentor Defensiveness, unwilling to learn, unresponsive Deception - manipulation of information, giving false impression of self

Conflict management (Social competence: Social awareness)

Negotiating and resolving disagreements

Optimism (Personal competence: Self-management)

Persistence in pursuing goals despite obstacles and setbacks; seeing the "up side."

Strengths of Ethical Leadership Approach

Provides a body of timely research on ethical issues Provides direction on how to think about ethical leadership and how to practice it Suggests that leadership is not an amoral phenomenon and that ethics should be considered as integral to the broader domain of leadership Highlights principles and virtues that are important in ethical leadership development

The Emotional Competence Inventory (ECI)

Published by Hay Group Based on Daniel Goleman's work A 72 item online feedback instrument from multiple responders Report details scores on 12 of Goleman's EI competencies plus the competencies of systems thinking and pattern recognition Each competency can be a strength, a hidden asset, a known development need, or a blind spot Has comments section that allows for anonymous comments from your other-reported responders Costs $50 per person, which is why I didn't make you complete it.

Later Studies (LMX Theory)

Researchers have found that high-quality leader-member exchanges result in: - Less employee turnover - More positive performance evaluations - Higher frequency of promotions - Greater organizational commitment - More desirable work assignments - Better job attitudes - More attention and support from the leader - Greater participation and empowerment by subordinates - Faster career progress for subordinates

Historical basis of servant leadership

Robert K. Greenleaf coined the term servant leadership and is the author of the seminal works on the subject. He was intrigued by issues of power and authority and how individuals in organizations could creatively support each other. Decidedly against coercive leadership, Greenleaf advocated using communication to build consensus in groups. Greenleaf credits his formulation of servant leadership to Hermann Hesse's (1956) novel The Journey to the East. It tells the story of a group of travelers on a mythical journey who are accompanied by a servant who does menial chores for the travelers but also sustains them with his spirits and song. The servant's presence has an extraordinary impact on the group. When the servant becomes lost and disappears from the group, the travelers fall into disarray and abandon the journey. Without the servant, they are unable to carry on. It was the servant who was ultimately leading the group, emerging as a leader through his selfless care of the travelers.

5 Components of EI according to "What Makes a Leader?"

Self-Management (Personal Competence) - Self-awareness: Ability to recognize and understand your moods, emotions, and drives, as well as their effect on others - Self-regulation: The ability to control or redirect disruptive impulses and moods - Motivation: A passion to work for reasons that go beyond money or status Managing Relationships with Others (Social Competence) - Empathy: The ability to understand the emotional makeup of other people - Social skills: Proficiency in managing relationships and building networks

Internalized moral perspective (Components of Authentic Leadership)

Self-regulatory process using internal moral standards to guide behavior "My actions reflect my core values" & "Other people know where I stand on controversial issues."

Developing others (Social competence: Social awareness)

Sensing others' development needs and bolstering their abilities with feedback/guidance

Empathy (Social competence: Social awareness)

Sensing others' feelings and perspectives, and taking an active interest in their concerns.

Relevance of Servant Leadership Approach

Servant leadership can be applied at all levels of management and in all types of organizations. Unlike authentic leadership or leader-member exchange theory (which we will discuss next), servant leadership has been used extensively in a variety of organizations for training and development for more than 30 years. Organizations should be careful to select employees who (a) are interested in building long term relationships with followers and (b) have strong ethics.

Ways to promote an ethical climate and ethical leadership

Set an example of ethical behavior in your own actions Facilitate the development and dissemination of a code of ethical conduct (in writing) Recognize and reward ethical behavior by others Punish members who engage in unethical behavior Refuse to share in the benefits provided by unethical activities Refuse to accept assignments that involve unethical activities Try to discourage unethical actions by others Speak out publicly against unethical or unfair policies in the organization Oppose unethical decisions and seek to get them reversed

Premoral Level (Level I)

Stage 1: avoid punishment Stage 2: Serve immediate interest

Conventional Level (Level II)

Stage 3: Live up to friends' expectations Stage 4: Observe societal laws

Achievement orientation (Personal competence: Self-management)

Striving to improve or meet a inner standards of excellence.

Self-Awareness (Personal competence)

The ability to recognize and understand the meaning of one's own emotions.

Emotional Intelligence (according to Goleman)

The capacity for recognizing our own feelings and those of others, for motivating ourselves, and for managing emotions well in ourselves and our relationships.

Makes a leader authentic

Their life story, personalized narrative - Formative experiences that shaped them Self-awareness - Self-exploration never ends over the lifetime - It takes courage to and honesty to open up and examine your life - Understanding what drives you A sense of morality or personal ethics - Ethics and Leadership intersect at many junctures. - Executives set the moral tone for an organization so they must set and adhere to high ethical values. Support and developmental feedback from others - Family, friends, mentors Maintaining a sense of self and staying grounded - It also helps to empower others to lead

Conceptualizing (Servant Leader Behavior - Liden's Servant Leadership Model)

Thorough understanding of the organization.

Leader attributes (Liden's Servant Leadership Model)

Traits interact with ability to engage in servant leadership (e.g. moral development, emotional intelligence)

Respects Others (Principles of Ethical Leadership)

Treating others as ends (their own goals) rather than as means (to leaders' personal goals) Leader shall: - Treat other people's values and decisions with respect - Allow others to be themselves with creative wants and desires - Approach others with a sense of unconditional worth and value individual differences Leader behaviors: - Listens closely to subordinates - Is emphatic - Is tolerant of opposing viewpoints

Character (Domain of Ethical Theories)

Virtue-based theories

Additional Insights on mentoring

Women and racial minority are found to have fewer mentoring experiences! Demographically similar mentor-protégé relationships --> more beneficial outcomes Informal mentoring is typically better than formal mentoring for both protégés and mentors Mentoring can also generate benefits for mentors, including personal gratification and career-vitalization Those with high self-esteem, and/or internal locus of control and/or are able attract more mentorship - Why does this occur??? Older employees may struggle with mentoring Mentoring is not always beneficial, and sometimes it can be worse than no mentoring

Coaching

giving advice, direction or information to improve performance "I can help you do something better" Career-focused

Counseling

helping someone understand and resolve a problem him/herself by displaying understanding "I can help you recognize that a problem exists" Psychosocial-focused

Out-group (LMX Theory)

less compatible with Leader usually just come to work, do their job, & go home

In-group (LMX Theory)

more information, influence, confidence, & concern from Leader more dependable, highly involved, & communicative than out-group

Motivation Factor (Herzberg's Two Factor Theory)

work condition related to the satisfaction of the need for psychological growth - job enrichment - leads to superior performance and effort