Leadership in Context Chapter 5: Values, Ethics, Character

Kidder's three principles for resolving ethical dilemmas

1. ends-based thinking 2. rule-based thinking 3. care-based thinking

three reasons authentic leadership has gained momentum

1. enhancing self-awareness can help people find more meaning and connection at work 2. promoting transparency and openness builds trust and commitment 3. fostering inclusive structures and practices can help build more positive ethical climates

fronts of leadership action to establish an ethical climate

1. formal ethics policies and procedures 2. core ideology 3. integrity 4. structural reinforcement 5. process focus

Johnson's two positive outcomes for an organization with an ethical climate

1. greater collaboration 2. improved social standing and market share

four biases that affect moral reasoning

1. implicit prejudice 2. in group favoritism 3. overclaiming credit 4. conflicts of interest

four categories of attitudes and behaviors that characterize ethical role models

1. interpersonal behaviors 2. basic fairness 3. ethical actions and self-expectations 4. articulating ethical standards

ten characteristics associated with servant leaders

1. listening 2. empathy 3. healing 4. awareness 5. persuasion 6. conceptualization 7. foresight 8. stewardship 9. commitment to others' growth 10. building community

three components of moral potency

1. moral ownership 2. moral courage 3. moral efficacy

two core components of ethical leadership

1. moral person 2. moral manager

ethical responsibilities and challenges of formal leadership roles

1. possess unique degrees of legitimate and coercive power 2. enjoy greater privileges 3. have access to more information 4. have greater authority and responsibility 5. interact with a broader range of stakeholders who expect equitable treatment 6. balance competing loyalties when making decisions

Kidder's four ethical dilemmas

1. truth vs. loyalty 2. individual vs. community 3. short-term vs. long-term 4. justice vs. mercy

Bennis and Goldsmith's 4 qualities of leadership to engender trust

1. vision 2. empathy 3. consistency 4. integrity

dubious reputation approach

asks subordinates to speculate on likelihood that the manager would be likely to behave unethically

Theory X

assumes people are not naturally industrious or motivated to work

displacement of responsibility

attributing responsibility to others for one's behavior

We can only make inferences about people's values based on their ____.

behavior

moral efficacy

belief/confidence in ones capability to mobilize various resources despite moral adversity

consistent

changes can be understood as a process of evolution in light of new evidence

attribution of blame

claiming immoral behavior caused by someone else's actions

ethical climates

climates in which ethical standards and norms have been consistently, clearly, and pervasively communicated and embraced and enforced by leaders

unethical climates

climates in which questionable to outright unethical behavior exists with little action taken to correct such behavior

advantageous comparison

comparing one's behavior to more heinous behavior by others

values

constructs representing generalized behaviors or states of affairs

integrity

demonstrates commitment to higher principles through actions

Value ____ among individuals often result in different judgments regarding ethical and unethical ____.

differences; behavior

Reward systems can also promote ____ if poorly designed.

dishonesty

care-based thinking

do what you want others to do to you

ends-based thinking

do what's best for the greatest number of people, utilitarianism

personal level of leadership

first imperative is to be a trustworthy person, which depends on one's character and competence

rule-based thinking

following the highest principle or duty, minimizes human judgment

moral courage

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

ethical dilemma

involves choosing between two rights

implicit prejudice

judgments about some group are systematically biased without their awareness

servant leadership

leader's role is to serve others

authentic leadership

leaders exhibit consistency between values, beliefs, and actions

Authentic leadership can be thought of not only as characterizing ____, but also as a quality of leader-follower dyads, groups or teams, or ____.

leaders; organizations

upward ethical leadership

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

managerial level of leadership

leading a high performance group depends on skills such as team building, delegation, communication, negotiation, and self-management

moral manager

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

disregard/distortion of consequences

minimizing harm caused by one's behavior

diffusion of responsibility

minimizing individual moral responsibility for collective action

conflicts of interest

misjudge our ability to discount the extent to which the conflict biases our perception of the situation

dual-process theory of moral judgment

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

millennials

optimistic and challenge tradition; seek teamwork, security, work-life balance; many lack drive and sense of accountability

organizational integrity

organization whose pronouncements are congruent with its public and private actions

organizational level of leadership

organizational alignments are more likely than others to nurture and reinforce ethical behavior

overclaiming credit

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

baby boomers

passion with bringing participation, spirit, heart, humanity, and even playing field for all to workplace; may hold too many meetings; work ethic characterized by ambition, achievement, organizational loyalty

Idea of generational gap in values may be more ____ ____ than good ____ _____.

popular culture; social science

Success more frequently comes to leaders who share a ____ ___ of human nature.

positive view

principle-centered leadership

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

moral person

principled decision maker who cares about people and the broader society

ethics

principles of right conduct or a system of moral values

moral reasoning

process leaders use to make decisions about ethical and unethical behaviors

Servant leadership can impact _____ by increasing ____ in the organization, reducing customer turnover, and increasing employee satisfaction.

profits; trust

vision

pulls people together on the basis of shared beliefs

instrumental values

refer to actions

terminal values

refer to desired end states

Theory Y

reflects view that most people are intrinsically motivated by their work

moral justification

reinterpreting otherwise immoral behavior in terms of a higher purpose

interpersonal level of leadership

relationships that lack trust are characterized by self-protective efforts to control and verify each other's behavior

moral ownership

responsibility for ethical nature of one's own behavior and one's commitment not to allow unethical behavior

Authentic leaders are both ___ and ____ align their actions with their inner values.

self-aware; self-consciously

empathy

shows understanding of world as we see and experience it

Boomers, Xers, and Millennials in the managerial workforce are ___ similar in their views of organizational leadership than they are ____.

similar; different

Research into intergenerational differences found that young people have different ____, but not a different set of ____ than their elders.

tastes; values

gen Xers

technologically savvy, independent, skeptical, entrepreneurial, embrace change; more committed to their vocation than an organization; work to live

dehumanization

treating others badly is easier when when they are dehumanized

in-group favoritism

typically favor those who are "like us"

euphemistic labeling

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

Predictions of ethical behavior are generally consistent with ____, but actual behavior is not.

values

It is vital for a leader to set a personal example of _____ _____, and for them to make sure clear values guide _____ behavior in an organization.

values-based leadership; everyone's

veterans

wise, stabilizing force in organizations, prone to digressions about "good old days"