Leadership Ch 1-3

How many clusters of destructive leader behaviors are there?

7

How many type of bad leaders are there?

7

Devaluing Humans

7. Dehumanization: It is easier to mistreat others if they are seen as less than fully human. 8. Attribution of blame: Blaming others is an expedient way to excuse unethical behavior.

Soft power

Based on attracting others rather than forcing them to comply; leaders who use soft power set a good example

Elements of Character

Character strengths for leaders include the following: Courage Temperance Wisdom Justice Optimism Integrity Humility Compassion (Kindness, Generosity, Love)

Give an example of an incompetent leader

Former defense secretary Donald Rumsfeld

Evil leader example

Head of ISIS Abu Bakr al-Baghdadi

What are the 7 types of bad leaders?

Incompetent Rigid Intemperate Callous Corrupt Insular Evil

Shadow of Inconsistency

The Leader-Member Exchange (LMX) theory is based on the notion that a leader develops a closer relationship with one group of followers than with others. "In-Group"-High levels of trust, mutual influence, and support characterize their exchanges with the leader. "Out-Group"-Expected to carry out the basic requirements of their job. LMX theorists have begun to explore ways in which leaders can develop close relationships with all of their followers.

Callous Leaders

Uncaring or unkind Ignore or downplay the needs, wants, or wishes of their followers May yell, berate, or belittle followers Example: Former hotel magnate Leona Helmsley

Shadow Casters

Unhealthy Motivations Internal Enemies or Monsters Monster 1: Insecurity Monster 2: Battleground Mentality Monster 3: Functional Atheism Monster 4: Fear Monster 5: Denying Death Monster 6: Evil

Hard power

Uses bonuses, raises, or threats to get people to go along

Virtues

Virtues 1. Virtues are not easily developed or discarded but persist over time 2. Virtues shape the way leaders see and behave 3. Virtues operate largely independently of the situation 4. Virtues help leaders live better lives

Reward power

based on being able to give something valuable to others

Give an example off a rigid leader

former president of South Africa Thabo Mbeki

How can leaders cast darkness?

(1) abuse power, (2) hoard privileges, (3) mismanage information, (4) act inconsistently, (5) misplace or betray loyalties, and (6) fail to assume responsibilities.

Hearing stories/living shared stories

Fictional stories foster character development Discuss the many ways this is done Shared narratives both explain and persuade Stories are lived and told Part of our moral identity comes from living up to the roles we play in the stories we tell

Character building

Finding Role Models We often learn what it means to be virtuous by observing and imitating exemplary leaders. If we are to develop worthy character, we need examples of those who demonstrate virtue on a daily basis. Because character is developed over time through a series of moral choices and actions, we need examples of those who live consistent moral lives.

Humility

Let us be a little humble; let us think that the truth may not be entirely with us. —Indian prime minister Jawaharlal Nehru Because of the failure of many celebrity CEOs, there is a strong argument for leaders to be humble Some believe that humility strikes a balance between having an overly low and having an overly high opinion of the self

Corrupt leaders

Lie, cheat, or steal Put self-interest ahead of public interest Example: The top officers of FIFA

What is light & shadow?

Light and shadow represent the power of leaders to either illuminate the lives of their followers or cast them in darkness

What is the shadow of power?

Power is the foundation for influence attempts. The more power we have, the more likely others are to comply with our wishes. Power comes from a variety of sources. There are advantages and disadvantages of using each power type

Categories of hardship events

1. Business mistakes and failures 2. Career setbacks 3. Personal trauma 4. Problem employees 5. Downsizing

Tips to learn from specific failure

1. Identify a significant failure from your professional or personal life and summarize the failure in a sentence (be sure to use the word failure). 2. Describe how you felt and thought about the failure immediately after it happened. 3. Move forward in time to identify any positive outcomes that came out of the failure, including skills you acquired, lessons you learned, and any relationships you established. 4. Identify how the failure changed or shaped you as a person, noting any new traits or attitudes you have adopted and whether you are any more mature now than before the failure event.34

Immoral to Moral Conduct

1. Moral justification: Leaders persuade themselves that their harmful behavior is actually moral and beneficial. 2. Euphemistic labeling: Euphemistic language has a sanitizing function, making harmful behavior appear more respectable and reducing personal responsibility. 3. Advantageous comparison: Contrast involves comparing unethical or criminal acts with even worse activities, thus making them appear more tolerable.

Shadow casters include

1. Unhealthy motivations 2. Personality disorders 3. Faulty decision making caused by mistaken assumptions and failure of moral imagination 4. Failure of moral imagination 5. Moral disengagement 6. Lack of ethical expertise 7. Contextual (group, organizational, societal) pressures that encourage people to set their personal standards aside

Minimizing Harm

4. Displacement of responsibility: These individuals often put the blame on someone else so as to minimize their responsibility for doing damage to others. 5. Diffusion of responsibility: Diffusing or spreading out responsibility also lessens personal accountability for immoral behavior. 6. Disregard or distortion of consequences: Hiding suffering is one way to disregard the consequences of harmful actions.

How many ethical challenges of followership is there? Pg 8

5 The Challenge of Obligation The Challenge of Obedience The Challenge of Cynicism The Challenge of Dissent The Challenge of Bad News

Personality Disorders

According to a number of psychologists, narcissism, Machiavellianism, and psychopathy are the "Dark Triad" behind the dark side of leadership Narcissism A certain degree is normal; the problem is high levels of this trait Machiavellianism Highly self-centered; skilled at manipulating others to achieve their ends Psychopathy Total lack of conscience; desire for power and wealth

Compassion- kindness generosity love

All happiness in the world comes from serving others; all sorrow in the world comes from acting selfishly. —Leadership expert Margaret Wheatley An orientation that puts others ahead of the self Value others regardless of whether or not they get anything in return

3 Elements to increase your ethical competence

Assessment Feedback about how well you handle ethical dilemmas, how others perceive your character, and how your decisions affect followers Challenge You need the challenges and practice that come from moving into new leadership positions Support You need the support of others to maximize your development

What are the 7 clusters of destructive leader behaviors?

Cluster 1: leader makes poor decisions; lies and engages in unethical behavior; cant deal w/ new technology, fails at prioritizing Cluster 2: leader lacks critical skills; cannot motivate subordinates Cluster 3: leader makes good decisions but is overcontrolling; micromanages Cluster 4: leader cannot deal with conflict; plays favorites, behaves inconsistently Cluster 5: leader is not good or bad, dont seek info from others, dont change their mind or coordinate their followers Cluster 6: leader isolates the group from the rest of the organization Cluster 7: leader is brutal, bullies and lies

What are the 5 power bases?

Coercive, Reward Legitimate, Expert Referent

Colluders

Colluders: Opportunists: Opportunists carry out the destructive directives of their leaders because they believe that they will be rewarded for doing so; they are ambitious, greedy, and manipulative, lacking in self-control. Colluders: Acolytes: Acolytes are "true believers"; they actively partner with the leader because they share the leader's goals and values.

Evil leader

Commit atrocities, using their power to inflict severe physical or psychological harm Example: Head of ISIS Abu Bakr al-Baghdadi

Conformers

Conformers: Lost Souls: These individuals are needy and are vulnerable to destructive leaders because they have basic unmet needs. Conformers: Authoritarians: Authoritarians believe that leaders have a right to demand obedience, and it is their belief in the legitimacy of the leader that triggers their obedience. Conformers: Bystanders: Bystanders, perhaps the largest group of susceptible followers, are generally passive and motivated by fear.

Contextual Pressures

Conformity is a problem for many small groups. Some groups might pressure dissenters, shield themselves from negative feedback, keep silent when they disagree, and so on. Top managers at some organizations may fire employees who talk about ethical issues so that they can claim ignorance if followers do act unethically.

Brutal bosses engage in what type of behaviors?

Deceit Constraint Coercion Selfishness Inequity Cruelty Disregard Deification

Unethical Leaders

Deny having knowledge that is in their possession, Withhold information that followers need, Use information solely for personal benefit, Violate the privacy rights of followers, Release information to the wrong people, and Put followers in ethical binds by preventing them from releasing information that others have a legitimate right to know.

Faulty Decision Making

Executives have faulty theories about how the world operates, about other people, and about themselves. Theories About How the World Operates: These assumptions have to do with determining the consequences of choices, judging risks, and identifying causes. Theories About Other People: Ethnocentrism and stereotyping are particularly damaging. Ethnocentrism: the tendency to think that we are better than "they" are, that our way of doing things is superior to "theirs" Stereotypes: our beliefs about other groups of people

Ethical Action

Ethical Action (following through on moral decisions) Resolving conflicts and problems Asserting respectfully Taking initiative as a leader Implementing decisions Cultivating courage Persevering Working hard

Ethical Focus

Ethical Focus (motivation to act ethically) Respecting others Cultivating conscience Acting responsibly Helping others Finding meaning in life Valuing traditions and institutions Developing ethical identity and integrity

Ethical Judgement

Ethical Judgment (decision making) Understanding ethical problems Using codes and identifying judgment criteria Reasoning generally Reasoning ethically Understanding consequences Reflecting on process and outcome Coping and resiliency

Ethical Sensitivity

Ethical Sensitivity (recognition of ethical problems) Understanding emotional expression Taking the perspective of others Connecting to others Responding to diversity Controlling social bias Interpreting situations Communicating effectively

Shadow of Irresponsibility

Followers: responsible for their own actions, or in the case of a self-directed work team, for those of their peers Leaders: they are held accountable for the performance of their entire department or unit How do we determine the extent of a leader's responsibility?

callous leader example

Former hotel magnate Leona Helmsley

Insular leader example

Former president Bill Clinton

Habits

Habits are repeated routines or practices designed to foster virtuous behavior. Habit 1: Be proactive Habit 2: Begin with the end in mind Habit 3: Put first things first Habit 4: Think win-win Habit 5: Seek first to understand, then to be understood Habit 6: Synergize Habit 7: Sharpen the saw

Learning from hardship

Hardship and suffering can play an important role in developing character. Hardship has been identified as one of the factors contributing to leadership development. Hardships, along with novelty, difficult goals, and conflict, challenge people. Leaders can develop the fastest when they encounter situations that stretch or challenge them.

Become an Ethical authority

Have a broader variety of schemas to draw from See the world differently than novices Experts have different skill sets Learn in a well-structured environment More experience means you will get better at solving ethical problems and better able to explain your choices Put in the necessary time and focused effort

Optimisim

Hope is not the conviction that something will turn out well, but the certainty that something makes sense, regardless of how it turns out. —Former Czech Republic president Václav Havel Optimists expect positive outcomes They are more confident than pessimists They acknowledge the reality of situations and take steps for improvement Optimism is an essential quality for leaders

Integrity

Integrity lies at the very heart of understanding what leadership is. —Business professors Joseph Badaracco and Richard Ellsworth Integrity is defined as wholeness or completeness These leaders are true to themselves and are consistent with what they say publicly as well as how they think and act privately They are honest in their dealings with others

Justice

Justice is sweet and musical; but injustice is harsh and discordant. —Writer Henry David Thoreau Two Components of Justice: 1. A sense of obligation to the common good 2.The fair and equal treatment of others

Contextual Pressures Key Concepts

Key concepts Conformity Obedience Milgram Socialization: The workplace socialization process may blind members to the consequences of their actions. Cultural differences

Describe an incompetent leader

Lack motivation or ability to sustain effective action careless and or sloppy Lack educational or emotional intelligence Doesn't function well under stress Example: Former defense secretary Donald Rumsfeld

Shadow of Mismanaged Info

Leaders cast shadows not only when they lie but also when they mismanage information and engage in deceptive practices. Knowledge is a mixed blessing. Give in to the temptation to lie? Privacy issues raise additional ethical concerns. Employers are gathering more information about employee behavior on and off the job. Leaders must also consider ethical issues related to the image they hope to project to followers. Impression management is integral to effective leadership because followers have images of ideal leaders called prototypes. Impression management can be used to reach immoral ends.

Wise Use of Power

Leaders consider what types of power they should use and when, and for what purposes. Need to determine how much power to keep and how much to give away. Leaders must recognize and resist the dangers posed by possessing too much power while making sure that followers aren't corrupted by having too little

Lack of Expertise

Leaders may unintentionally cast shadows because they lack the necessary knowledge, skills, and experience. We may not have ever followed a formal, step-by-step approach to solving an ethical problem in a group. We may not know what ethical perspectives or frameworks can be applied to ethical dilemmas.

Shadow of Misplaced Info & Broken Loyalties

Leaders must weigh a host of loyalties or duties when making choices. Obligations to their families Their local communities Their professions The larger society The environment * Example: Timberland Loyalties can be broken as well as misplaced. Many of history's villains are traitors: Judas Iscariot, Benedict Arnold, etc. Leaders who violated the trust of followers: Enron CEO Kenneth Lay, the leaders of Lehman Brothers Employees are often victimized by corporate betrayal motivated by the bottom line. Slashing salaries and benefits Laying off even the most loyal workers Shutting down domestic plants and research facilities Opening new operations overseas

Stepping out of the Shadows

Need to look inward to address our motivations We also need to improve our ethical decision making Resist negative contextual influences at the same time we create healthy ethical climates View your ethical development as part of your overall development as a leader

Failure of Moral Imagination

Many ethicists believe that moral imagination—sensitivity to moral issues and options—is key to ethical behavior and works hand in hand with moral reasoning in the decision-making process. Facilitates ethical reasoning because it helps leaders step away from their typical mental scripts or schemas and to recognize the moral elements of events. Moral imagination enhances moral reasoning by encouraging the generation of novel alternatives.

Character building continued

Moral Episodes v. Moral Processes Moral episodes are made up of moral crises and moral confrontations. Moral processes consist of moral projects and moral work.

Moral Disengagement

Moral disengagement helps account for the fact that individuals can have a clear sense of right and wrong yet engage in immoral activities These individuals convince themselves that their immoral conduct is moral, they minimize their role in causing harm, and they devalue the victims of their destructive behavior

More on character building

Moral exemplars' common characteristics: Certainty: Moral exemplars are sure of what they believe and take responsibility for acting on their convictions. Positivity: They take a positive approach to life even in the face of hardship; they enjoy what they do and are optimistic about the future. Unity of self and moral goals: They do not distinguish between their personal identity and their ethical convictions.

Mission statements

Nine cairns (or markers) for creating personal purpose: 1. Call your purpose; listen for guidance 2. Find a sacred place 3. See time as continuous; begin with the child and move with the present 4. Identify special skills and talents; accept imperfections 5. Trust your intuition 6. Open the door when opportunity knocks 7. Find your passion and make it happen 8. Write your life story; imagine a great leader 9. Honor your legacy; one step at a time Developing a mission statement is the best way to keep the end or destination in mind.

Courage

Of all the virtues, courage is no doubt the most universally admired. —Philosopher Andre Comte-Sponville Courage is overcoming fear in order to do the right thing. Leaders who are courageous acknowledge the dangers and anxiety they face. They move forward despite the risks and costs.

Susceptible Follower

One group of scholars argues that we can gain a better understanding of the process of destructive leadership by identifying the factors that make followers susceptible to the influence of destructive superiors. They place susceptible subordinates into two categories: conformers and colluders Conformers engage in destructive behavior while obeying their leaders. Colluders actively support or contribute to the leader's destructive mission.

Identifying values

Our values serve as a moral compass to guide us. Values provide a frame of reference, helping us to set priorities and to distinguish between right and wrong. Many discussions in organizations have an underlying value component. Working with a list of values can be helpful.

Unhealthy Motivations

Selfishness (driven by self-centeredness and manifests through pride and greed) Self-centeredness Pride: reference to Greek mythology Greed: driven to earn more and to accumulate additional perks, focuses attention on making the numbers

Identifying values continued

Six Major Value Types (Prototypes are examples of occupations that best fit into the given orientation) 1. Theoretical: intellectuals who want to discover the truth 2. Economic: usefulness is the most important criterion 3. Aesthetic: value form and harmony 4. Social: love of others is the highest value 5. Political: power driven 6. Religious: seek unity through understanding and relating to the cosmos as a whole

Courageous Followership

The Courage to Assume Responsibility Followers must be accountable both for themselves and for the organization as a whole. The Courage to Serve Courageous followers support their leaders through hard, often unglamorous, work. The Courage to Challenge Courageous followers need to confront leaders acting in a destructive manner.

More on courageous followership

The Courage to Participate in Transformation They need to take personal responsibility and visualize the outcomes of the transformation: better health, more productive employees, higher self-esteem, restored relationships. The Courage to Leave When leaders are unwilling to change, courageous followers may take principled action by resigning from the organization.

Journey to humanitarian leadership

The seven choice points that several humanitarians faced on their journeys to helping others: Choice 1: Leveraging life experiences. Choice 2: Sense of fairness. Choice 3: Believe that we can matter. Choice 4: Open to an opportunity. Choice 5: Taking the first small step. Choice 6: Perseverance. Choice 7: Leading the way.

Power

The greater a leader's power, the greater the potential for abuse. Power makes it easier for impulsive, selfish people to pursue their goals without considering the needs of others. Those in power protect their positions by attacking those they perceive as threats. Powerful leaders are prone to biased judgments.

Shadow of Privilege

The greater the leader's power, generally the greater the rewards he or she receives. Over the past 30 years, the average pay for chief executives of large U.S. firms skyrocketed to $15.2 million (including salary, bonuses, stock, and stock option grants). The typical U.S. worker now makes less, when adjusted for inflation, than he or she did in the 1970s

Give an example of an intemperate leader

Toronto Mayor Rob Ford

Theories about ourselves

These faulty theories involve self-perceptions Their self-images are often seriously distorted Leaders tend to favor themselves Overconfidence is a problem Likely to interpret new information according to their existing biases

More on virtue ethics

Those who promote virtue ethics start with the end in mind. These proponents develop a description or portrait of the ideal person (leader) and identify the admirable qualities or tendencies that make up the character of this ethical role model They always suggest ways in which others can acquire these virtues

More on humility

Three Components of Humility 1. Self awareness: objectively assessing his or her own strengths as a leader as well as their limitations 2. Openness: product of knowing one's weaknesses; being open to new ideas and knowledge 3. Transcendence: acknowledging that there is a greater power than the self

Virtues & Virtue Ethics

To keep from projecting our internal enemies and selfishness on others, we need to go on the offensive, replacing or managing our unhealthy motivations through the development of positive leadership traits or qualities called virtues. Premise of virtue ethics is good people (those of high moral character) make good, moral choices.

Temperance

To use things, therefore, and take pleasure in them as far as possible—not, of course, to the point where we are disgusted with them, for there is no pleasure in that—this is the part of a wise man. —Dutch philosopher Baruch Spinoza Moderation is key to practicing temperance Temperance is the ability to control emotions and pleasure Unfortunately, a great many leaders are intemperate; they are unable to control their anger and rail at subordinates

Forming a moral identity

Virtues need to be embedded into our self-concepts and behavior to develop a moral identity. This is both a trait and a state Act consistently regardless of the situation Those with a highly developed sense of moral identity believe that to betray ethical values is to betray themselves

Wisdom & Prudence aka Practical Wisdom

We judge a person's wisdom by his hope. —American poet Ralph Waldo Emerson . . . the goal of human life is to be good. Prudence assists us in getting there. —Baldwin-Wallace College professors Alan Kolp and Peter Rea Wisdom draws upon knowledge and experience to promote the common good over both the short term and the long term. Prudence is especially important to leaders who make decisions for the collective fate.

Derailed leaders:

act against the interests of both subordinates and the organization

Coercive power

based on penalties or punishments

How can leaders cast light?

by mastering ethical challenges of leadership

Smart power

combo of hard & soft power

Describe a rigid leader

competent but unyielding Unable to accept new ideas Inflexible Doesn't accept new information or changing conditions Example: former president of South Africa Thabo Mbeki

Insular leaders

draws clear boundaries between the welfare of his or her immediate group or organization and outsiders Example of former president Bill Clinton

Laissez-faire leaders:

engage in passive and indirect negative behavior

Expert power

knowledge, skills, and education build expert power

Describe an intemperate leader

lacks self control example: Toronto Mayor Rob Ford

What are some toxic leaders behaviors and characteristics?

leaving followers off worse, lack of integrity, stifling criticism, enormous egos

Referent/Role Model Power

power rests on the admiration one person has for another

Tyrannical leaders:

reach organizational goals while abusing followers

Legitimate power

resides in the position, not the person, ex. police officers or drill sergeants

Supportive-disloyal leaders:

they care for welfare of subordinates at the expense of organizational goals

What are toxic leaders?

those who engage in destructive behaviors and who exhibit dysfunctional personal characteristics

corrupt leader example

top officers off FIFA