MGT 475: Chapter 5

authentic leadership

- Grounded on the principle found in the familiar adage "to thine own self be true" - Exhibit a consistency between their values, their beliefs, and their actions - Always try to do the "right" thing

servant leadership

- the leader's role is to literally serve others

Theory Y

A view that most people are intrinsically motivated by their work. Value a sense of achievement, personal growth, pride in contribution to their organization, and respect fir the job well done

Care-based thinking

Describes what many think of as the Golden Rule of conduct common in some form to many of the world's religions: "Do what you want others to do to you"

conflicts of interest

Ex: as when you benefit from a recommendation to someone else (such as getting a sales commission for something that may not be in the consumer's best interest)

Ethical Dilemmas

Involves choosing between two "rights". Four ethical dilemmas: 1. Truth vs loyalty 2. individuality vs community 3. short term vs long term 4. justice vs mercy

Ends-based thinking

Often characterized as "do what is best for the greatest number of people." Determined by the consequences or end result Also known as utilitarianism

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. Assume people are not industrious or motivated to work.

moral potency

Three main components: moral ownership, moral courage, moral efficacy

moral ownership

a felt sense of responsibility not only for the ethical nature of one's own behavior but also for one's commitment not to allow unethical things to happen within their broader sphere of influence including others and the organization

dehumanization

another way of avoiding the moral consequences of one's behavior. It is easier to treat others badly when they are dehumanized, as evidenced in epithets like "gooks" or "satan-worshippers"

moral efficacy

belief of confidence in one's capability to mobilize various personal, interpersonal, and other external resources to persist despite moral adversity

Rule-based thinking

consistent with Kantian philosophy and can be colloquially characterized as "following the highest principle or duty" - the kinds of standards everyone should uphold all the time, whatever the situation

Values

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

in-group favoritism

favoring someone or something on how they are "like us" those not being helped: people "not like us"

implicit prejudice

judgements about some group are systematically biased without their awareness

upward ethical leadership

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

advantageous comparison

lets one avoid self-contempt for one's behavior by comparing it to even more heinous behavior by others ("if you think WE'RE insensitive to subordinates' needs, you should see what it is like working for Acme")

moral manager

make ethics and explicit part of their leadership agenda by communicating an ethics and values message, by visibly and intentionally role modeling ethical behavior

Dual processing theory

moral judgements dealing primarily with rights and duties are made by automatic emotional responses while moral judgements made on a more utilitarian basis are made more cognitively

overclaiming credit

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

displacement of responsibility

people may violate personal moral standards by attributing responsibility to others

distortion of consequences/disregard

people minimize the harm caused by their behavior

attribution of blame

people that try to justify immoral behavior by claiming it was caused by someone else's actions

principle-centered leadership

postulates a fundamental interdependence between the personal, the interpersonal, the managerial, and the organizational levels of leaderships

Ethics

principles of right conduct or a system or moral values

ethical climates

refers 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

moral justification

reinterpreting otherwise immoral behavior terms of a higher purpose. Most dramatically revealed in the behavior of combatants in war

diffusion of responsibility

reprehensible behavior becomes easier to engage in and live with if others are behaving the same way

moral person

seen as as principled decision maker who cares about people and the broader society. They try to do the right things, personally and professionally, and they can be characterized as honest, fair, and open

Justice versus mercy

such as deciding whether to excuse a person's misbehavior because of extenuating circumstances or a conviction that he or she has "learned a lesson"

Truth versus loyalty

such as honestly answering a question when doing so could compromise a real or implied promise of confidentiality to others

Short term versus long term

such as how a parent chooses to balance spending time with children now as compared with investments in a career that may provide greater benefits for the family in the long run

Individual versus community

such as whether you should protect the confidentiality of someone's medical condition when the condition itself may pose threat to the larger community

moral courage

the fortitude to face risk and overcome fears associated with taking ethical action

Moral reasoning

the process leaders use to made decisions about ethical and unethical behaviors. Does not refer to the morality of individuals or their espoused values, but rather to the manner by which they solve moral dilemmas

unethical climate

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

euphemistic labeling

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