Ch 5 - Leadership

Ends Based Thinking

"do what is best for the greatest number of people" (Utilitarianism) -Right and wrong are determined by considering the consequences or results of an action. - 1 of 3 approaches to evaluating ethical dilemmas

Care Based Thinking

"do what you want others to do to you" (Golden Rule) - Applies the criterion of reversibility in determining the rightness of actions. - 1 of 3 approaches to evaluating ethical dilemmas

Rule Based Thinking

"following the highest principle or duty" (Kantian) - Determining the kinds of standards everyone should uphold all the time, whatever the situation. - 1 of 3 approaches to evaluating ethical dilemmas

Baby Boomers

- Have passion about bringing participation, spirit, heart, and humanity to the workplace and office. - Concerned about creating a level playing field for all. - Work ethic characterized by ambition, achievements orientation, and organization loyalty. 1944-1960

Millennials

- Optimistic - Doubt the wisdom of traditional racial and sexual categorizing. - Seek teamwork, security, and work-life balances. 1982-2005

Theory Y

- Reflects that most people are intrinsically motivated by their work. - People value a sense of achievement, personal growth, pride in contributing to the organization, and respect for a job well done.

Veterans

- Represent a wealth of lore and wisdom. - Stabilizing force in organizations. 1922-1943

Gen Xers

- Skeptical of institutions and hierarchy. - Entrepreneurial, embrace change. - Don't believe in job security. - More committed to their vocation than to any specific organization. 1961-1981

Characteristics of Servant Leadership

- listening - empathy - healing - awareness - persuasion - conceptualization - foresight

Ethical Biases

1. Implicit Prejudice 2. In-Group Favoritism 3. Over Claiming Credit 4. Conflict of Interest

Kholbers Model of Cognitive Moral Development

1. Pre-conventional level 2. Conventional Level 3. Post-conceptional Level

Ethics

Are principles of right conduct or a system of moral values.

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. - 1 of 3 components of moral potency

Preconventional Level

a person's criteria for moral behavior are based primarily on self-interest such as avoiding punishment or being rewarded; - Stage 1: "Bad" behavior is that which is punished. - Stage 2: "Good" behavior is that which is concretely rewarded.

Values

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

Articulating Ethical Standards

articulate a consistent ethical vision and are uncompromising toward it; held others ethically accountable. - 1 of 4 things that should be done to be perceived as an ethical role model

Moral Efficacy

belief or confidence in one's capability to mobilize various personal, interpersonal, and other external resources to persist despite moral adversity. - 1 of 3 components of moral potency

Integrity

can't be just plaques, posters or declarations... ethics has to be enacted through personal integrity

Morality

deals more with how various rules of conduct are applied in actual behavior.

Basic Fairness

fairness shown to others; actively seek input from others; offer explanations for decisions. - 1 of 4 things that should be done to be perceived as an ethical role model

Formal Ethics Policies and Procedures

formal statements of ethical standards and policies, reporting mechanisms, disciplinary procedures, penalties for ethical violations

Ethical Actions and Self Expectations

hold themselves to high ethical standards and behave consistently in both their public and private life's; accepted responsibility for their own ethical failings. - 1 of 4 things that should be done to be perceived as an ethical role model

Process Focus

how goals are achieved is as important as achievement

Distortion or Disregard of Consequences

includes people minimizing the harm caused by their behavior.

Ethical Dilemma

involves choosing between "two rights. - 4 types of ethical dilemmas

Moral Justification

involves reinterpreting otherwise immoral behavior in terms of a higher purpose.

Euphemistic Labeling

involves using cosmetic words to diffuse or disguise the offensiveness of otherwise morally repugnant or distasteful behavior.

Servant Leadership

is derived from a bureaucratic and mechanistic view of organizations wherein workers are thought of as mere cogs in a machine. - The leader's primary role may be understood as doing whatever it takes to ensure that things run smoothly, tasks are performed, and goals are met.

Authentic Leadership

is grounded in the principle found in the familiar adage, "to thine own self be true"; Authentic Leaders exhibit a consistency between their values, their beliefs, and their actions.

Dehumanization

it is easier to treat others badly when they are "dehumanized"— making them out to be less then you.

Attribution of Blame

justifying immoral behavior by claiming it was caused by someone else's actions.

Advantageous Comparison

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

Implicit Prejudice

lies in the fact that one in by nature is unconscious of their prejudice.

Core Ideology

organization's purpose, guiding principles, basic identity, and most important values have to have an ethical focus

Structural Reinforcement

organization's structure and systems should encourage higher ethical performance and discourage unethical performance

Over Claiming Credit

overrating the quality of one's own work and contributions to the groups and teams we belong to.

Displacement of Responsibility

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

Vision

pulling people together on the basis of shared beliefs and a common sense of organizational purpose and belonging. -1 of 4 qualities that enable a leader to build trust with followers

Theory X

represents a more pessimistic view of others. - Managers with this orientation rely heavily on coercive power, external control methods to motivate workers. They assume people are not naturally industrious or motivated to work. - Assume people need extrinsic motivation.

Interpersonal Behaviors

show care, concern, and compassion for others; hardworking and helpful; value their relationship with others. - 1 of 4 things that should be done to be perceived as an ethical role model

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." - type of ethical dilemma

Truth versus loyalty

such as honestly answering a question when doing so could compromise a real or implied promise of confidentiality to others. - type of ethical dilemma

Short term versus long term

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

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. - type of ethical dilemma

Postconventional Level

the criteria are based on universal, abstract principles that may even transcend the laws of a particular society: - Stage 5: "Good" behavior conforms to community standards set through democratic participation; concern with maintaining self-respect and the respect of equals. - Stage 6: "Good" behavior is a matter of individual conscience based on responsibility chosen commitments to ethical principles.

Conventional Level

the criteria for moral behavior are based primarily on gaining others' approval and behaving conventionally. - Stage 3: "Good" behavior is that which is approved by others; "Bad" behavior is that which is disapproved by others. - Stage 4: "Good" behavior conforms to standards set by social institutions; transgressions lead to feelings of guilt or dishonor.

Moral Courage

the fortitude to face risk and overcome fears associated with taking ethical action. - 1 of 3 components of moral potency

In Group Favoritism

those we help most of the time are "like us"

Integrity

those who demonstrate their commitment to higher principles through their actions. -1 of 4 qualities that enable a leader to build trust with followers

Empathy

those who show they understand the world as we see and experience it. -1 of 4 qualities that enable a leader to build trust with followers

Conflict of Interest

we often discount the effects of a conflict of interest; look @ what benefits us and overlook the accompanying ethical issue.

Consistency

when changes made by leaders are understood as a process of evolution in light of relevant new evidence. -1 of 4 qualities that enable a leader to build trust with followers

Diffusion of Responsibility

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