Leaderships in Organizations Exam 2: 6, 7, 10, and 11

Ethics, Humankind, and Other Animals

-Ethics is a concern unique to humankind. People are only creatures combine emotion (feelings) with knowledge (Info) and through abstract reasoning (thought) produce a moral conscience, or sense of what should be. -Some ideas about right and wrong are of prehuman origin.

Human Relations in the Workplace

-First empirical evidence of the importance of human relations in the workplace was the Hawthorne Plant studies -Purpose --To discover the effects of working conditions on employee performance -Result --Demonstrated the role of human relations in performance and job satisfaction The Hawthorne Studies followed a period that was marked by: Massive industrialization Worker exploitation Scientific management to improve employee efficiency

Traditional Definitions of Good (Natural Simplicity)

-Frenchman Jean-Jacques Rousseau wrote that: --Natural in essence is good, ergo so are human beings --To achieve the highest good, one must strive to be purely natural --Corruption comes only with civilization -Frenchman Jean-Jacques Rousseau wrote that: --Nature in essence is good, ergo so are human beings --To achieve the highest good, one must strive to be purely natural --Corruption comes only with civilization --Children should be raised in a state of simplicity -Henry David Thoreau, author of Walden: --Wrote in a spirit of naturalness and simplicity In this spirit, many people today resist technological changes, complex lifestyles, and artificial creations -French writer Vauvenargues, on the importance of naturalness: --Naturalness gets a better hearing than accuracy --It speaks the language of feeling --It is better than logic and rationality because it is beautiful and appeals to everyone

Traditional Definitions of Good (Personal Integrity)

-German philosopher Friedrich Nietzche believed: --Human resoluteness, born of independent judgment, was the highest good --Individuals should be independent in thought and strong in conviction --The best humans exhibit moral virtue (wisdom, justice, courage, and other ideals), regardless of loss or gain The German philosopher Friedrich Nietzsche (1844-1900) believed that human resoluteness, born of independent judgment, was the highest good. Nietzsche was a champion of individualism and encouraged the individual to be independent in thought and strong in conviction, even in the face of group pressure and government authority. Nietzsche believed that nature is filled with conflict spilling over into society, and the best human beings are those who exhibit moral virtue—wisdom, justice, courage, and other ideals—regardless of personal loss or gain.52 In this vein, Martin Heidegger (1889-1976), the German existential philosopher, pointed to the Greek ideal of nobility and taught the importance of freely and resolutely adhering to personal principles rather than succumbing to social pressures to conform. Personal integrity, he believed, is inherently good regardless of the results. Practicing personal integrity, though, means that one may not comfortably coexist with everyone, so each person must choose his or her lifestyle and commitments carefully.

Motives that Link Leaders and Ethics at Work

Belief that high ethical standards and business success are positively related Belief that ethical commitment builds customer trust Belief that reputation for integrity attracts and keeps the best employees Wants the company to be a role model for society Wants to avoid conflicts with the law Misconduct threatens leaders at all levels

How Leader Behavior Influences Employee Conduct and Organizational Reputation

Leaders who are immoral and non-principled: Are difficult to forgive Lack moral authority Are not trusted or respected The leader's values determine the rightness and wrongness of what they do The leader's actions set the standard for other's behavior and performance on the job Leaders who are honest, unselfish, and dedicated help the group succeed

The Team Concept

Leadership success requires: -An understanding of group behavior -The ability to tap the constructive power of teams

Levels of Morality

Preconventional -Individual is aware of cultural prescriptions of right and wrong behavior Conventional -Characterized by group conformity and allegiance to authority -Postconventional Individual is concerned with right and wrong conduct over and above self-interest

Dysfunctions Lethal for Team Success

-Absence of trust: resulting in self- protective behavior. -Fear of conflict: resulting in superficial and guarded comments. -Lack of commitment: including feigned support for team decisions. -Avoidance of accountability: leading to lack of ownership for individual actions. -Inattention to results: evidenced by team members putting personal interest above the goals of the team. ****(Teamwork deteriorates if even a single dysfunction is allowed to flourish.)**** In contrast, members of highly effective teams: (1) Trust one another, because the leader creates a safe environment that rewards honesty of thoughts and feelings; (2) engage in unfiltered conflict around ideas, because the leader allows conflict to surface and allows time and space for resolution to occur; (3) commit to decisions and plans of action, because the leader is willing to be wrong, pushes for closure around issues, and requires adherence to schedules; (4) hold one another accountable, because the leader encourages the team to be the primary accountability mechanism, but does not hesitate to be the final arbiter of discipline if the team fails; and (5) focus on the achievement of collective results, because the leader models and reinforces team success over individual interests.

The Root of Ethics (Religious Tradition)

-All world's religions make prescriptions for moral behavior.

Raising Employee Morale

-Areas that will have positive effects on employee satisfaction and job performance: --Pay and reward systems --Job autonomy and discretion --Support services --Training -Additional areas --Organizational structure --Technical and physical aspects --Task assignment --Information and feedback --Interpersonal and group processes Nine Areas in which management can take action that will have positive effects on employee satisfaction and their job performance: ■ Pay and reward systems. Introduce a group bonus. ■ Job autonomy and discretion. Allow workers to determine their own work methods. ■ Support services. Provide service on demand from technical support groups. ■ Training. Provide training and development for all employees. ■ Organizational structure. Reduce the number of hierarchical levels. ■ Technical and physical aspects. Break long production and assembly lines into smaller work units. ■ Task assignments. Assign whole tasks, including preparatory and finishing work. ■ Information and feedback. Solicit and utilize direct feedback from users— clients, customers, other departments. ■ Interpersonal and group processes. Increase the amount and types of group interaction. -By using one or more of these techniques: --Costs go down --Work quality goes up --Work life improves

The Roots of Ethics (The Secular Tradition)

-Aristotle was one of the first and perhaps influential of all people to shape the ethics of Western Civilization. -Rationally as the central significant trait distinguishing humankind from other creatures. -Good person is one who lives most rationally and whose moral judgements and social conduct are born of contemplation and reason.

Abuse and Physical Violence

-Bullying behavior and physical violence has become an important human relations issue: --Men commit nearly 75% of the incidents --Offenders often demonstrate clear warning signs --Employers often ignore, downplay, or misjudge the seriousness of the threat -Antisocial behavior can be influenced by the behavior of coworkers --Work groups can condone harmful behaviors, such as using profanity, sexual abuse, and bullying -Ways to deal with inappropriate behavior: --Codes of conduct --Disciplinary action --Offender counseling --Supervisory training -Role of the leader: --Establish a civil work climate and a no-violence code --Quickly and effectively discipline infractions --Be a model of restraint; avoid being a verbal or physical aggressor ****(It is essential to establish a work climate where people treat each other as ladies and gentlemen )****

Characteristics of Excellent Teams

-CLEAR MISSION:The task or objective of the group is well understood and accepted by all. -Informal atmosphere:The atmosphere is informal, comfortable, and relaxed. It is a working atmosphere in which everyone is involved and interested. There are no signs of boredom. -Lots of discussion:Time is allowed for discussion in which everyone is encouraged to participate, and discussion remains pertinent to the task of the group. -Active listening: Members listen to each other. People show respect for one another by listening when others are talking. Every idea is given a hearing. -Trust and openness: Members feel free to express ideas and feelings, both on the issues and on the group's operation. People are not afraid to suggest new and different ideas, even if they are fairly extreme. -Disagreement is OK: Disagreement is not suppressed or overridden by premature group action. Differences are carefully examined as the group seeks to under- stand all points of view. Conflict and differences of opinion are accepted as the price of creativity. -Criticism is issue-oriented:Constructive criticism is given and accepted. Criticism is oriented toward solving problems and accomplishing the mission. Personal criticism is neither expressed nor felt. -Consensus is the norm: Decisions are reached by consensus, in which it is clear that everyone is in general agreement and willing to go along. Formal voting is kept to a minimum. -Effective leadership: Informational leadership shifts from time to time, depending on circumstances. There is little evidence of a struggle for power as the group operates. The issue is not who controls, but how to get the job done. -Clarity of assignments:The group is informed of the action plan. When action is taken, clear assignments are made and accepted. People know what they are expected to do. -Shared values and norms of behavior:There is agreement on core values and norms of behavior that determine the rightness and wrongness of conduct in the group. -Commitment: People are committed to achieving the goals of the group.

Traditional Definitions of Good (Will of God)

-Christianity --No other body of thought has been embraced by so many people --The core of Christian character is based on the life and teachings of Jesus of Nazareth --The ethic Jesus taught was to love God and to love humanity -Belief in love is the ethical ideal of millions of people

Leader as Team Builder

-Effective leaders --Value teamwork as virtue --Demonstrate this by their own efforts as team builders and champions of the group -Hiring and Developing Winners --Recruit and develop team members --Commit to excellence and model this ideal --Hire the best and develop the rest --Consider the interests of all

Ethics and the Legal Department

-Ethical warning lights go off at different times -It is important to know when an action may take you over the line -Your conscience should guide you --Jiminy Cricket "Let your conscience be your guide" -Ethics is the purview of the legal department Being legal does not mean moral --Legality ---Everything the law permits or doesn't forbid --Morality ---Older idea, predates legislated laws -Do whatever the legal department advises -Never lose your moral compass -The basis of every professional code of ethics and moral society - "non-harm to sentient beings"

Avoiding Group-think

-Groupthink --A mode of thinking that people engage in when they are deeply involved in a cohesive group --Occurs when members' striving for unanimity overrides their motivation to realistically appraise alternative courses of action -Additional contributing factors: --Highly insulated group with restricted access to external information --Stressful decision-making context -Results from: --Group cohesiveness --Isolation --Stress

The Measurement of Morale

-High morale is described as: Having pride in what you do Enjoying the people you are working with Trusting the people you work for Gaining economic rewards

Effective Leadership

-How do you go about being an effective leader? --Be yourself --Figure out what you are good at --Hire only good people who care --Treat people the way you want to be treated --Focus on one or two critical objectives --Listen well

Prescriptions for an Enlightened Workplace

-Humanistic treatment of people as valuable and valuing, not objects to manipulate and control -Concern for human dignity, worth, and growth -A belief that human goodness is innate -Free individuals to act and to accept responsibility

Moral Development

-John Locke --A newborn child is a blank tablet on which a life of script can be written --Experience and learning shapes the content, structure, and direction of a person's life --An infant's ethics are amoral -------No concept of good or bad, right or wrong -Babies rewarded and punished develop: --An understanding of good or bad --A social conscience that the foundation for future moral development -When practiced over time, ethical behavior becomes habitual and part of people themselves. By telling the truth, people become trustworthy; by serving others, people become kind; by being fair, people become just. -On a society wide scale, the ethics of adults are similarly programmed. In all societies definition of good exists that dictate the appropriateness of moral behavior and serves as a basis for the development of young people. -Heteronomy (Jean Piaget) --Rules as sacred laws laid down by authorities --Unifying factor in adult society

Ethics at Work (Part 2)

-Leaders who believe ethics at work is about principled leadership: --Adhere to high standards of moral reasoning --Value ideals such as truth, trust, and respect --Rarely discuss risk prevention and public opinion -Their behavior is about responsibility and doing what is right because it is right --As a result, employees take pride in their company and engage in discretionary behavior beyond the defined requirements of the job

Practical Leadership Tips

-Leadership must manage morale by making sure that people: --Feel they have the opportunity to do what they do best every day --Believe that their opinions count --Sense fellow employees are doing high quality work --Made a connection between their work and the company's mission -Be predictable: Be consistent. -Be understanding: Try to see things from the other person's view. -Be enthusiastic: The atmosphere create determine whether the people will give their best efforts when you are not present. -Set the example: It is difficult to ask others to do something if you, yourself, aren't willing to do it. -Show support: People want a leader they can trust in times of need and a person they can depend on to represent their interests. Care about your people and they will care about you. Mutual loyalty is an important force for getting things done, especially in emergencies and adverse conditions. -Get out of the office: Visit the frontline people w/ your eyes and ears open. Ask questions, understand their concerns, and gain their support. By doing this often enough to show you care about their problems and their ideas. -Keep promises: When you make promises, keep them faithfully. One key to being an effective leader is credibility. -Praise generously: Never let an opportunity pass to give a well-deserved compliment. Don't forget to show appreciation for effort as well as accomplishments, and do so in writing whenever possible. -Hold your fire: Say less than you think. Cultivate a pleasant tone of voice. How you say something is often more important than what you say. Most important, ask people, don't tell them. Discuss, don't argue. -Always be fair: Show respect, consideration, and support for all employees equally, but differentiate rewards based on performance. Reward good performers in a similar fashion, and non performers in a similar fashion, but don't reward good performers and non performers in the same fashion. Doing so is a sure way to demotivate good performers and lower the quality of work for all.

Traditional Definition of Good (The Greatest Good for the Greatest Number)

-Moral philosophy of utilitarianism: --Reflects the ethics of both American democracy and Marxist communism --Proposes weighing the consequences of moral behavior and considering the interests of everyone involved Two of the principal architects of the belief that "what is best brings the greatest good for the greatest number" were the nineteenth-century political philosophers Jeremy Bentham (1748-1832) and John Stuart Mill (1806-1873).61 Their moral philosophy, utilitarianism, reflects the official ethics of both American democracy and Marxist com- munism. Bentham wrote, "The greatest happiness of all those whose interest is in ques- tion is the right and proper, and the only right and proper and universally desirable, end of human action.62 When we weigh the consequences of moral behavior by considering the best interests of everyone involved, we are being ethical according to utilitarian ideals.

Problem-Solving Points

-Multiple styles of problem-solving are possible -Tolerance of differences is required -Most people have difficulty changing their styles -An organization needs all four styles of problem-solving

Traditional Definitions of Good (Power)

-Niccolo Machiavelli --The best individuals adapt to market forces and become masters of manipulative relations --Flattery, deceit, and murder may be necessary to win and retain power --Ends justify means and might make right If life is a struggle for survival and human beings are fundamentally selfish and greedy, then the best individuals are those who adapt to these market forces and become masters of manipulative relations. So believed Niccolò Machiavelli (1469-1527), an Italian diplomat and political writer. Machiavelli argued for winning and retaining power in a world containing extensive political factionalism and lust for dominion. He maintained that flattery, deceit, and even murder may be necessary if a person is to win and retain power. He stated that a person should never cultivate private virtues that in public life can prove politically suicidal; instead, one should develop vices if these will help perpetuate one's rule. Machiavelli believed that ends justify means and taught that might makes right

Virtual Teams

-Operate across space, time, and organizational boundaries -Are linked through information technologies -Work best with structured tasks requiring moderate levels of task interdependence

Dealing with Problem Behavior

-Organizational citizenship behavior (OCB) --Positive, including efforts to advance the work in the organization --Helping others, sportsmanship, loyalty, and civic virtue -Counterproductive work behavior (CWB) --Harmful to the organization and its members Psychologist Harry Levinson prescribes a nine-point plan for dealing with problem behaviors: 1.) When an individual's behavior harms the group, talk it over in a calm and patient way. Recognize that the origins of negative behavior may be feelings of insecurity, need for attention, vulnerable self-image, and eagerness for perfection. 2.) Report observations uncritically. Described what happened, especially the behavior to which people reacted. 3.) Point out that you recognize the person wants to be successful but that to reach his goals, he must take others into account. Note also that usually there will be defeats and disappointments along the way. 4.) If the person's behavior becomes irritating, avoiding the impulse to attack or withdraw. Instead, report how he made you feel and how others must feel when he behaves this way. Let him know that you are annoyed, but you nevertheless value him as a person. 5.) Ask why the person behaves as she does.For example,why does she attack people in situations that are not combative? Explain that being part of a critical discussion is one thing, but turning discussion into an argument or struggle for power is another. 6.)If the person challenges, philosophizes, defends, or tries to debate your observations, don't counterattack. Keep your eye on his or her goal. People do what they do for their own reasons. What exactly does the person want, and how can participation in the group help accomplish his or her goals? 7.) Help the person understand that compromise is not necessarily second best, that the all-or-nothing approach usually results in disappointment, and that cooperation with others can be rewarding. Expect to repeat this process again and again. In all discussions point out the legitimate achievements of which he can be proud. 8.) A person may be closed-minded. Perhaps she is thinking of defensive arguments or is preoccupied with her own thoughts. Then she must be confronted with the facts and consequences of her negative group behavior. 9.) If, despite your best efforts, the person does not respond, he needs to know in no uncertain terms that his behavior is unacceptable, will not be tolerated, and separation is required. Do not assume that he knows. He should be told directly and without equivocation.

Trust and Respect in Human Relations

-People have greater satisfaction and produce more when: --They are involved in their work --They feel they are doing something important --Their work is appreciated -Trust --An openness in sharing ideas and feelings -Respect --A willingness to listen to ideas and feelings -The rules for good relationships: --Show respect by listening in a responsive manner --Show trust by expressing oneself honesty and openly

McGregor's Message

-People react to a world fashioned from their own perceptions and assumptions -Identified leadership strategies that create enlightened workplaces -Emphasized the human potential for growth, elevated the individual, and articulated a leadership approach

Ethical Climates of Organizations

-Profit-maximizing -Trusteeship -Quality-of-life management -Different ethical climates influence moral judgments and result in different experiences --What types of organization do you respect? --What type of organization do you have? --What can you do to influence the ethics of your organization? -Leaders: --Must model and reinforce values --Establish the moral tone and ethical climate --Attract and reward ethical conduct and business performance -Danger signs that an organization may be allowing/encouraging unethical behavior: --Failure to establish a written code of ethics --Failure to include ethical conduct as part of performance appraisal --Unwillingness to take an ethical stand that may impose financial cost --Consideration of ethics solely as a legal issue or public relations tool --Lack of clear procedures for handling ethical problems --Condoning unethical leadership practices

Costs of Ethical Misconduct

-Social and Economic costs: --Loss of customers and sales --Increased turnover and loss of good employees --Demoralized and cynical employees --Loss of ownership equity --High operating costs --Additional legal expenses --High funding costs --Loss of public trust and goodwill --Loss of financial viability and failure

Positive vs. Negative Group Member Roles

-Success depends on: --The individual and what they choose to do --The example and direction of leaders --Modeling and reinforcing positive vs. negative group member roles

Team-Building Interventions & Techniques

-Team building can be enhanced by experiential strategies and activities --Off-site workshops are increasingly popular --Adventure and challenge experiences can be effective -To develop and sustain team effectiveness --Meet in a conducive environment, free of interruptions, and discuss the issues

Traditional Definitions of Good (Pleasure)

-The idea that pleasure is the highest state of goodness dates back to Aristippus (435-366 BC) --Experiencing pleasure and avoiding pain should be human goals --Pleasure of the moment should not be postponed for uncertain future pleasures The idea that pleasure, broadly interpreted as physical enjoyment and avoidance of pain, is the highest state of goodness dates back at least to Aristippus (about 435-366 bc). This pupil of the philosopher Socrates believed that experiencing pleasure and avoiding pain should be the goals of human existence, and that definite pleasure of the moment should not be postponed for uncertain pleasure of the future.59 To understand the importance of this belief, consider the wars that have been fought because of passion between man and woman, the steps people take to avoid discomfort and pain, and the value people place on self-satisfaction in day-to-day affairs. In Reflections and Maxims, Vauvenargues wrote: The indifference we display toward moral truth is due to the fact that we determine to indulge our passions in any event, and that is why we do not hesitate when action becomes necessary, notwith- standing the uncertainty of our opinions, to satisfy desire. It is of little consequence, say men, to know where truth lies, if we know where pleasure lies

Work Morale

-The importance of morale is recognized by great leaders (i.e., Napoleon) -A person's morale can be diagnosed by the percentage of time spent on the job in three states: --Work (drudgery) --Play (enjoyable, uplifting activities) --Hell (pain and torture) What percentage of your time at work is spent on each? 20% less (you job is enjoyable, your interest,commitment, and ultimately your performance will go down) 20% more (your job is hell, your attitude,performance, relationships, and even your health may be affected. -Less than 20% enjoyable: --Your interest, commitment, and performance will go down -More than 20% hell: --Your attitude, performance, relationships, and health will be affected -An acceptable work (drudgery) quotient depends on the work ethic you have developed -The single best way to achieve high morale is to get the right person into the right job in the first place -Career counseling can help

Designing Teams for Success

-The team approach is being used more and more in organizational settings --Leaders may sponsor 5-8 member teams to work on projects related to organizational success --Areas addressed include strategic planning, new markets, technology, product and service quality, safety, and "work life" issues

The Enlightened Workplace

-Theory X Propositions --Management is responsible for organizing the elements of productive enterprise in the interest of economic ends --This is a process of directing, motivating, controlling, and modifying the behavior of people to fit the needs of the organization --Without active intervention, people would be passive or resistant to organizational needs -Theory X beliefs about the average person: --They work as little as possible --They lack ambition, dislike responsibility, and prefer to be led --Is self-centered and indifferent to organizational needs --Is resistant to change --Is gullible and not very bright -Theory Y: Four Dimensions --Management is responsible for organizing the elements of productive enterprise --People are not by nature passive or resistant to organizational needs --Motivation, development potential, capacity for assuming responsibility, and readiness to pursue organizational goals is present in all people: management must bring it out --Management must arrange organizational conditions and methods so people can achieve their own goals by directing effort toward organizational objectives

Drucker & Leadership

-There may be "born leaders," but these are few --Effective leadership can be learned -Without followers, there can be no leaders --Trust is the glue that binds the two -Leadership is not rank, privilege, or title --leadership is responsibility -Popularity is not leadership; nor is it style or personality --Leadership is results Drucker provides the following advice for leadership effectiveness: 1) Determine what needs to be done 2) Determine the right thing to do for the welfare of the entire organization 3) Develop action plans that specify desired results, probable restraints, future revisions, check-in points, and implications for how one should spend his or her time. 4) Take responsibility for decisions 5) Take responsibility for communicating action plans, and give people the info they need to get the job done 6) Focus on opportunities rather than the problems, and treat change as an opportunity rather than as a threat 7) Run productive meetings. Different types of meetings require different forms of preparation and different results. Prepare accordingly 8) Think and say "we" rather than "I". Consider the needs and opportunities of the organization before thinking of your own opportunities and needs. 9) Listen first, speak last.

Full-Swing Values

-Used to assess the strength of one's values -Important for people in leadership positions -A full-swing is needed to hit a "home run" --True for questions of right and wrong, good and bad ■ Point 1 is to know one's values. ■ Point 2 is to cherish one's values. ■ Point 3 is to declare one's values. ■ Point 4 is to act on one's values. ■ Point 5 is to act habitually on one's values. In every field, the highest level of leadership is full-swing Leaders are impelled to act because the act is deemed good Conscience dictates that the act is the right thing to do Integrity The quality of doing the right thing for the right reason

Psychological Health and Flow

-When challenged by something we are good at, we become absorbed in the activity and lose track of self and time --States of anxiety, boredom, and apathy are avoided, and flow is experienced -States of anxiety, boredom, and apathy are avoided, and flow is experienced -Flow is the confluence of challenge and skill

The Importance of Values

1) To survive and achieve success, an organization must have a sound set of values 2) Leaders must adhere to those values 3) To meet challenges, organizations must be prepared to change everything about itself 4) Be open to change, but always remain true to core values

Six Values of Caring Leaders

1. Honesty—knowing oneself and being honest in all dealings with others. 2. Consideration—doing unto others as you would have them do unto you. 3. Responsibility—taking the attitude that life is what you make it and choosing to make a difference. 4. Persistence—being determined; if at first you don't succeed, try, try again. 5. Excellence—living by the motto, Anything worth doing is worth doing well. 6. Commitment—viewing the great essentials of life as someone to love and something to do

Characteristics of a Successful Team

1.) A clear, elevating goal 2.) A results-driven structure 3.) Competent team members 4.) Unified commitment 5.) A collaborative climate 6.) Standards of excellence 7.) External support and recognition 8.) Principled leadership

Techniques to Avoid Group-think

1.) Assign the role of critical evaluator to all members 2.) Adopt an impartial stance to encourage open discussion 3.) Set up outside evaluators to work on the same policy question 4.) Have one member play devil's advocate 5.) Hold a "second chance" meeting to rethink the issue

The Art of Listening

1.) Capitalize on thought speed:■ Anticipate what the speaker is going to talk about on the basis of what has already been said. Ask: What is this person trying to get across? ■ Mentally summarize what the speaker has been saying. What point, if any, has already been made? ■ Weigh evidence by mentally questioning it. If facts, stories, and statistics are used, consider: Are they accurate? Am I getting the full picture? Is this person telling me only what will prove a point? ■ Take a few helpful notes on major points. As an old saying goes, "The strongest memory is weaker than the palest ink." Research shows that you will gain 20 percent more retention if you take notes and 35 percent more if you put notes into a summary of how you will use what you have heard.69 ■ Listen between the lines. People don't put everything important into words. The changing tone and volume of the speaker's voice may have meaning; so may facial expressions, hand and arm gestures, and other body movements. 2.) Listen for ideas:Good listeners focus on main ideas. As information is presented, weigh one point against the other. Try to find a relationship between them. The person talking usually will put several points together to develop or support a central idea. If you want to comprehend and remember the speaker's message, listen for main ideas, not for a series of memorized details. 3.) Reduce emotional deaf spots:Parallel to the blind spots that affect human vision are emotional deaf spots that impair one's ability to listen and understand. These deaf spots are the dwelling places of our most cherished notions, convictions, and complexes. Often, when a speaker invades one of these areas with a word or phrase, the mind turns to familiar mental pathways that crisscross the invaded area of sensibility. When emotional deafness occurs, listening efficiency drops rapidly to zero. To show how emotional deaf spots work, suppose your tax accountant calls and says, "I have just heard from the Internal Revenue Service, and . . ." Suddenly, you breathe harder and think, Auditors. Can't they leave me alone? You have stopped lis- tening. Meanwhile, your accountant is saying there is a chance you can save $3,000 this year. But you don't hear this, because the words "Internal Revenue Service" have created emotional deafness. Emotional deaf spots are common to almost everyone. An ardent Republican, for example, may become temporarily deaf on hearing the names Jimmy Carter, Bill Clinton and Barack Obama; and many Democrats quit listening when they hear the names Gerald Ford, Ronald Reagan and George Bush. Other red-flag words that cause emotional deafness include tax increase, downsizing, and mother-in-law. For more effective listening, identify the words that bother you and analyze why they upset you. A thorough examination may reveal that they really shouldn't bother you at all 4.) Find an area of interest:The key to the whole matter of interest in a topic is the word use. Whenever you wish to listen carefully, ask yourself, What is the speaker saying that I can use? What worthwhile ideas are being expressed? Is the speaker reporting any workable procedures? Is there anything of value to me or anything I can use to make myself happier? Such questions help keep attention on the subject as you screen what is said in a constant effort to sort out elements of value 5.) Judge content, not delivery:Essentially, people listen with their own experiences. Should a speaker be held responsible because a listener is poorly equipped to receive the message? Even if you cannot understand everything you hear, one way to improve communication effectiveness is to assume responsibility to be a good listener by judging content, not delivery. Can you remember a time when you withheld judgment of delivery and benefited by the content? 6.) Hold your fire:Some people are greatly addicted to overstimulation. For them, a speaker can seldom talk for more than a few minutes without touching on a pet bias or conviction. Occasionally, they are aroused in support of the speaker's point, but often the reverse is true. In either case, overstimulation reflects the desire to enter into argument. This can be especially harmful if it occurs with family members, friends, and colleagues. The aroused person usually becomes preoccupied by trying to do three things simultaneously: calculate the harm being done to personal ideas, plot an embarrassing question to ask the speaker, and mentally enjoy all the discomfort the speaker will experience once a devastating reply is launched. With these three things happening, subsequent passages go unheard 7.) Work at listening:Listening is hard work. It is characterized by faster heart action, quicker blood circulation, and a small rise in body temperature. To be a good listener, you must be an active participant. 8.) Resist distractions:Ours is a noisy age. People are distracted not only by what they hear, but also by what they see. Poor listeners tend to be influenced readily by all types of distractions, even in an intimate face-to-face situation. Often they create distractions themselves by tapping feet, drumming fingers, and clicking pens. A good listener fights distraction. Sometimes the fight is easily won—by closing a door, turning off the radio, moving closer to the person talking, or asking the person to speak louder. If distractions cannot be solved easily, then your task becomes one of concentrating. 9.) Hear what is said:People often fail to hear what is said, even when spoken to directly. An employee may be ordered to improve performance or be released; or a supervisor may be criticized for poor leadership practices. Later, when the employee is discharged or the supervisor is relieved of leadership position, both may be surprised, claiming never to have known of impending trouble. In such instances the mechanism of denial serves to shut out unfavorable messages. This poor listening habit is common to many people who use selective listening and hear only what they want to hear. Some people are masters of denial. Do you have a tendency toward selective hearing? What messages might you be blocking or denying? 10.) Challenge yourself:Perhaps the one word that best describes the poor listener is inexperienced. Although you may spend 40 percent of your day in the listening process, you may be inexperienced at hearing anything tough, technical, or expository; you may be conditioned to light, recre- ational material (television programs, radio shows, sports events, gossip, etc.). This prob- lem can be significant because it lowers performance on the job and in the classroom.70 Inexperience can be difficult to overcome. It takes recognition of your weakness, a desire to improve, and effort. You are never too old to meet new challenges, particu- larly when the challenge is meaningful and the rewards are great. Seek opportunities to challenge your listening skills.

Symptoms of Group-think

1.) Illusion of invulnerability: A feeling of power and authority is important to any decision-making group. It gives members the confidence that they will be able to carry through on any decisions reached. However, if they come to believe that every decision they reach will automatically be successful, then they become prey to an illusion of invulnerability. 2.) Belief in the inherent morality of the group: People want to believe in the rightness of their actions. In the extreme, this can lead to exhortations that "God is on our side." Such claims fulfill an important function—they relieve responsibility for justifying decisions according to rational procedures. People do this as a way to protect self-esteem. 3.) Rationalization: When a final decision is reached,it is normal to down play the drawbacks of the chosen course. The problem in a group arises when legitimate objections exist, but they are overshadowed by the perceived negative reaction to anyone who voices those objections. Key engineers in the NASA Challenger decision ultimately withdrew their objections to the ill-fated launch, not because of any correction in the admittedly problematic O-rings, but rather, because they rationalized the risk of catastrophic launch failure as only "possible," while the risk of censure and ostracism for continuing to speak out against the launch became a virtual certainty. 4.) Stereotypes of out-groups:. President Truman and his advisors fell victim to the temptation to falsely characterize enemy groups in 1950 with the decision to cross the 38th parallel, a line drawn by the Chinese Communists as a "line in the sand" between North and South Korea. The decision was made despite repeated warnings from Communist China that to do so would be viewed as a declaration of war by the United States on China. How could Truman and his advisors have so seriously misinterpreted the Chinese warnings? The decision was based largely on a false stereotype of the Chinese Communists as being weak and dominated by Russia, who, it was believed, did not want war. The stereotype proved false, and the Korean "police action" became a resounding failure as the Chinese attacked with massive force. 5.) Self-censorship: As one of the principles on which our country was founded, the ability to express oneself without censorship has always been highly valued. It has also been considered a healthy safeguard against group coercion in our work lives. But the fact is, the most common form of censorship is the one we commit on ourselves under the guise of group loyalty, team spirit, or adherence to company policy. The decision by President Kennedy and his advisors to send a band of Cuban exiles into the Bay of Pigs has been ranked as the greatest foreign policy mistake of the Kennedy administration. The day after the Bay of Pigs fiasco, JFK said, "How could I have been so stupid?" The answer is that Kennedy and his advisors suppressed their doubts, censoring themselves to make the operative belief seem like the truth. 6.) Direct pressure: .Pressure on group members can surface in many forms.The net effect is the same: Group members are encouraged to keep dissident views to themselves. As one example, Janis reported that during Watergate, "Nixon time and again let everyone in the group know which policy he favored, and he did not encourage open inquiry." Another example involves the Challenger disaster. Several engineers made the recommendation to postpone the Challenger launch. According to the Rogers Commission report, certain group members responded with direct pressure on those engineers to alter their views, with statements such as "I'm appalled that they could arrive at the recommendation" and "At that rate, it could be spring before the shuttle would fly." 7.) Mindguards: A bodyguard is someone charged with the protection of another person's physical well-being. In group-think, a corollary entity may surface to protect the group from disturbing thoughts and ideas-mind-guard. Interestingly, such mind-guards typically perform their function not within the group itself, but far from the confines of group discussion. Data, facts, and opinions that might bear directly on the group are deliberately kept out of the group's purview. Generally, this is done with a variety of justifiable intentions--time is running short, a regular member will summarize for the group, and not pertinent and perhaps saddest of all, the group has already made up its mind. 8.) Illusion of unanimity: Finally, the rationalizations, psychological pressures, and mind-guards have their effect—the group coalesces around a decision. Drawbacks are downplayed, and the invulnerability and morality of the final course are reinforced. Doubting group members may even feel that they have adequately put their own fears to rest. More likely, it is simply the sense of relief that the struggle has come to an end. An illusion of unanimity sets in.

Preserving the Human Movement at Work

1.) Maintain high standards of written and spoken communication 2.) Engage in as much face time as possible 3.) Don't hide behind technology 4.) Don't forget it's recorded 5.) Don't use sarcastic or belligerent statements

Personal Value Questionnaire

Points to remember: Does not measure other important factors, such as aptitude, personal interests, temperament, or morality Different values can enrich a group or organization

Effective Human Relationships

Agree upon goals: Objectives should be understood and agreed upon by all parties Be on the lookout for competitive behavior:If you feel under attack, or feel your self lining up support, you are probably is contest for power Listen to understand: Stop thinking about counterarguments while the other person is speaking. Pay attentions to what people are saying. Seek first to understand, then be understood. Avoid absolute statements: Absolutes leave no room for compromise Admit mistakes: Admit it openly when you have made a mistake, overlooked something, or make a poor decision; and then apologize. Remember that mistakes can be valuable learning experiences for future uses. Involve people: Whenever possible, people should have influence on decisions that affect them Use decision making by consensus: Avoid vote taking w/out discussion and avoid autocratic fiat Live up to agreements: Follow through on every promise Draw a continuum line: Have people place themselves on a continuum line regarding issues. It often occurs that different "sides" are not far apart. Be alert to selling or winning strategies: Note these in others, and avoid using them yourself. Respect differences: See things from the other person's view. Try to understand the other person's needs, goals, and problems. Think positive: Beliefs have a way of influencing reality. If you think a problem or relationship is impossible to solve, it probably will be.

Evaluating Personal Values

All values on the questionnaire are positive Culture influences personal values The questionnaire provides an overall value orientation A person's life allows maximum expression of personal values Value systems are firm by the time most people reach adulthood Different organizations reflect and endorse different values; leaders must promote the value system

Core Values are Points of Common Interest - Fig 7-3

Chart with 3 circles with Additional Values Person with Group A on one side and Additional Values of Group B on one side where they intersect in the middle is the Core Values

Dimensions of Flow

Clear and present purpose distinctly known Immediate feedback on how well one is doing Supreme concentration on the task at hand Sense of growth and of being part of some greater endeavor Altered sense of time that seems to go faster

Leadership and Values

Culture shapes a leader's values, which influences actions African Society: Ubuntu represents a collection of values, including harmony, compassion, respect, human dignity, and collective unity Each of us is human through the humanity of other humans

Appreciative Inquiry

Discovery - identifying the best of "what is"; positive experiences, success stories, and best practices Dreaming - imagining "what could be"; open discussion and nonjudgmental listening are important Designing - "what should be"; collective dialogue and agreement on a direction and course of action Delivering - "what will be"; involves action steps to achieve specific objectives

Honesty as a Leadership Value

Effective leaders hold truth as a central value and the foundation for other values The Bible: "Know the truth and it will set you free" Shakespeare: "To thine own self be true" Herb Kelleher, former CEO of Southwest Airlines: "Be yourself"

Group Member Roles that Reduce Success

Ego tripper - constantly demands attention and tries to manipulate the group to satisfy a need to feel important Negative artist - rejects all ideas suggested by others, takes a negative attitude on issues, argues unnecessarily, and refuses to cooperate Above-it-all person - withdraws from the group and its activities by being aloof, indifferent, and excessively formal, and by daydreaming, doodling, etc.; has a "don't care" attitude Aggressor - attacks and blames others, shows anger or irritation against the group, and deflates the importance or position of the group and its members Jokester - present for fun, not work; fools around and will distract people just to get a laugh Avoider - does anything to avoid controversy or confrontation; unwilling to take a stand or make a decision Power victim - seeks negative attention and motto seems to be "You may not like me, but you'll never forget me"

Levels of Morality: Six Stages

Egocentric orientation (Stages 1 & 2) Preadolescent children Community-oriented morality (Stages 3 & 4) Teenagers and most adults Self-direction and high principles (Stages 5 & 6) Characteristic of only 20% of adults High morality (Stage 6) Characteristic of only 5-10% of adults

Group Roles that Build Performance

Encourager - friendly, diplomatic, and responsive to others in the group; makes others feel good and helps them make contributions to fulfill their potential Clarifier - restates problems and solutions, summarizes points after discussion, and introduces new/late members to the group by bringing them up to date Harmonizer - agrees with the rest of the group, brings together opposites point of view, not aggressive toward others Idea generator - spontaneous and creative; unafraid of change and suggests ideas that others don't Ignition key - provides the spark for group action, causing the group to meet, work, and follow through with ideas Standard setter - uncompromising in upholding the group's values and goals, and inspiring group pride Detail specialist - considers the facts and implications of a problem; deals with the small points

Leadership Ethics; Part 2

Ethics -Philosophy concerned with the intent, means, and consequences of moral behavior -The study of moral judgments and right and wrong conduct Moral judgments -Judgments about what is right or wrong, good or bad

The Roots of Ethics

Ethics has both religious and secular roots. What is real and true is defined by God. Secular ethics is based on scientific understanding of the world. Both Religious and Secular ethics may endorse many common values, ex. Golden Rule

The Role of the Leader in the Team Concept

Five team processes enhance success: 1. Buy-in—how the work of the team is legitimized and goals are set. 2. Accountability—how individual and team performance is managed and rewarded. 3. Learning—how performance is improved and skills developed. 4. Infrastructure—how the work of the team is systemized and resources accessed. 5. Partnering—how people interact and work together to achieve success on the team and across organizational units. -Leadership is a key factor in all five team processes --Teams are successful when the leader facilitates the work of the group -The most effective team leaders are caring individuals who have: --A passion for the work --A concern for people -For optimum results, leaders should: --Coordinate the group --Advocate for the team --Access needed resources and processes --Ensure that results are supported by, and meaningful to, the organization

Traditional Definitions of Good

Good and right have been defined in terms of: Power, Personal Integrity, Natural Simplicity, The Will of God, Pleasure, The Greatest Good for the Greatest Number, and Duty and Right Action.

Ethics Origin

Greek Word Ethos (meaning dwelling place), referring to a person's fundamental orientation toward life.

Leadership Ethics Part 1

Heifetz's theory -Leadership involves authority to help followers uphold values in the workplace Burns's theory -Emphasizes the moral development of followers and maintains high standards of ethical conduct Greenleaf's theory -Strong ethical overtones, true leadership is service to others

Principles for Good Human Relations

Help people feel important: Avoid arguments: Don't be a complainer: Show interest in others: Remember people's names:

Values

Honesty in all dealings, as a foundation for all other values. ■ Respect for others, as shown by consideration for their beliefs and needs. ■ Service to others, guided by the principle of doing for others as you would have them do for you. ■ Excellence in all work performed, reflecting the Greek ideal of excellence as a virtue, and resulting in both public admiration and personal pride. ■ Integrity, having the courage to act and live by one's convictions Can mask hypocrisy Must ender into daily practices of the organization Must reflect enduring commitments Leaders must: Examine their own value systems Put good intentions into concrete actions that others can witness

Basic Beliefs about People

Human Nature People are viewed as good or evil Positive view: misbehavior is a reactive response Negative view: misbehavior is caused by something within the person Human Value People are viewed as ends or means Ends - allowed to set their own purposes and choose for themselves (humanistic view) Means - have limited choices and are used primarily as instruments for our own purposes

Duty and Right Action

Immanuel Kant People must choose the obligations that become their duty People must be responsible for their own actions A person with character will choose duty to conscience and will not succumb to base desires Acts from a good motive and sense of duty are good, regardless of the consequences This view greatly influenced Western civilization Personal conscience and duty are seen in the words of Israeli stateswoman Golda Meir: "If I felt it was the right thing to do, I was for it, regardless of the possible outcome" When faced with an ethical question, a person with character tries to sort right from wrong Traditional definitions of good have guided Western culture "People must stand for something, otherwise they will fall for anything"

Job Design and Work Satisfaction

Intrinsic factors are: 1. Variety and challenge—including the use of different skills and talents. 2. Opportunity for decision making—including task identity and autonomy. 3. Feedback and learning—including evaluation and suggestions from users. 4. Mutual respect and support—including responsive listening and teamwork. 5. Wholeness and meaning—including tasks of social and personal significance. 6. Room to grow—including development of new knowledge and skills. Extrinsic factors: Fair and adequate pay Job security Benefits Safety Health Due process ****(The rich job also includes extrinsic conditions of employment)****

Employee Morale and the Role of Management

Managing morale is the task of management Meeting this responsibility requires a willingness to listen to employees and the ability to read between the lines of what they say and do The morale of each person should be considered individually

Importance of Human Relations

More people are in service occupations, where success depends on how well the customer is served To build superior work teams, people need greater competency in human relations skills Modern workforce is composed of a varied mix of personalities and cultures

Team-Building Interventions & Techniques

One of the best ways to develop and sustain team effectiveness is to meet in a conducive atmosphere, free of interruptions, and discuss important issues. Meaningful questions include: ■ Where have we been? What forces and events have brought us to this point? ■ Where are we now? What are our current "prouds" and "sorries"? What are our strengths, weaknesses, opportunities, and threats? ■ What is our purpose or mission? What is our reason for existence? ■ What should be our goals? What should we accomplish to fulfill our mission? ■ What are our values? What principles should guide us in moral dilemmas? ■ Who are our stakeholders? Who cares about our work and what will it mean to them when we are successful? ■ What should be our strategy? What initiatives should we have to accomplish our goals and achieve our mission? What strategic, measurable, action-oriented, and timely projects and activities should we undertake? ■ What are the critical factors that define success? How do we know what great performance looks like? ■ How should we work together to fulfill our potential? What should we continue doing, start doing, or stop doing? How should we monitor progress? Who should do what by when?

Findings of the Hawthorne Studies

Productivity is affected by human relationships A supportive leadership style and amount of attention toward employees have positive influence on productivity Workers tend to set their own standards or norms for acceptable behavior and output

When to Clarify or Reinforce Values

Red flags: Members lack understanding about how they should behave as they attempt to meet goals Different individuals and groups have different value systems Top leaders send mixed messages about what is important Day-to-day life is disorganized Members complain about the organization The organization has values, but does not practice them

Ethics at Work

Rotary International teaches leaders to test their actions against four basic questions: -Is it the truth? -Is it fair to all concerned? -Will it build goodwill and better relationships? -Will it be beneficial to all concerned?

Stages in the Life of a Group.

Stage 1-Forming: Forming. In the start-up stage, the group is formed, but its purpose and members' expectations are unclear. This stage incorporates all the discomfort and apprehension found in any new social situation. It is characterized by caution and tentative steps to test the water. Individuals try to determine acceptable behavior and the nature of the group's task, as well as how to deal with each other to get work done. Interactions are superficial and tend to be directed toward the formal leader. Skills and knowledge as a team are undeveloped. Stage 2-Storming: Individuals react to what has been done, question authority, and feel comfortable being themselves. Characterized by conflict and resistance to the group's task and structure. Members learn to deal with differences to work together to meet the group's goals. The initial stage of forming is followed by a period of storming. In this stage, individuals react to what has to be done, question authority, and feel increasingly comfortable being themselves. This stage can be characterized by conflict and resistance to the group's task and structure, even as productivity begins to increase as skills and knowledge develop. Group members express concerns and frustrations, and feel fairly free to exchange ideas. Members learn to deal with differences to work together to meet the group's goals. A group that doesn't get through this stage successfully is marked by divisiveness and low creativity. Stage 3-Norming: Norms of behavior are developed. Greater degree of order begins to prevail and a sense of group cohesion develops. Members now identify with the group and develop customary ways for resolving conflict, making decisions, and completing assignments Stage 4-Performing: . Stage III is usually followed by a fourth stage, performing. This is the payoff stage in the life of a group. People are able to focus their energies on the task, having worked through issues of membership, purpose, structure, and roles. The group is now focused on solving problems and completing tasks. Members take initiative, and their efforts emphasize results. As the group achieves significant milestones, morale goes up and people have positive feelings about each other and the accomplishments of the group. The group is no longer dependent solely on the leader for direction and support; instead, each member takes on leadership roles as necessary. At this stage, the group shows the characteristics of an effective team.

No Easy Subject

THE CONSCIOUS CREATION OF NEW FORMS OF LIFE- What are the benefits and penalties of creating new forms of life through recombinant genetics? Should people be cloned? If so, who should be cloned? EXPLORATION AND THE USE OF OUT SPACE- Should people be exploring space? Are the huge financial sums spent on space exploration justified in view of the human misery on earth? NUCLEAR ENERGY- What should be done with out knowledge about atomic energy? INFORMATION TECHNOLOGY- Should everything that can be known be known by anybody? ethical problems in the work place are: issues of quality, safety, property, and human relationships. Task of the leader to understand and make judgements on this difficult matter

Organizational Ethics

The best work rules: Reflect the ethical ideas of ownership Are reviewed periodically Are few in number Are clearly stated Are communicated to employees Apply equally to all employees A comprehensive code of ethics for an organization includes guidelines in each of the following areas: ■ Government relations. How does the organization pay its taxes and obey national and international law? ■ Employee relations. How does the organization deal with employee welfare and grievances? ■ Business relations. How does the organization deal with suppliers and competitors? ■ Production. What are the standards of quality for the organization's products and services? ■ Consumer relations. How does the organization price and advertise its products and services? ■ Community and environmental relations. What are the effects of the organization on its social and physical environment?

How Leader Behavior Influences

The caring leader focuses on the welfare of: Customers—anticipating their needs and providing state-of-the-art products; Employees—providing a healthy work Environment, treating them with fairness, and helping them achieve their professional potential; Shareholders—maintaining a strong growth rate and return on investment; Community—exemplifying the highest standards of ethical behavior and contributing to the well-being of society

Key Characteristics of Ethical Organizations

Try to satisfy all constituencies Dedicated to high and broad purposes Committed to learning in order to remain current and responsive to change Try to be the best at whatever they do ■ They try to satisfy all their constituencies—customers, employees, owners, suppliers, dealers, communities, and governments. They subscribe to the utilitarian ideal— the greatest good for the greatest number. ■ They are dedicated to high and broad purposes. Profit is viewed as an essential means to a higher end—human service and quality of life. ■ They are committed to learning, investing enormous resources and effort to remaining current and responsive to change. They view employee growth and development as a critical foundation of business success. ■ They try to be the best at whatever they do. Their performance standards rise continually. Excellence in product and service is an organization wide commitment and source of pride.

Pragmatism

What is true must be based on evidence, and philosophical beliefs should be evaluated in terms of the role they play in solving life's practical problems "That which is good is that which works"

Values and the Importance of Courage

When people define character: --What they say is important --What they do is more important --What they sacrifice for is most important Courage is not a virtue or value among other personal values like love or fidelity. It is the foundation that underlies and gives reality to all other virtues and personal values. Without courage our love pales into mere dependency. Without courage our fidelity becomes conformism. The word courage comes from the same stem as the French word coeur, meaning "heart." Thus just as one's heart, by pumping blood to one's arms, legs, and brain enables all the other physical organs to function, so does courage make possible all the psychological virtues. Without courage, other values wither away into mere facsimiles of virtue. An assertion of the self, a commitment, is essential if the self is to have any reality. This is the distinction between human beings and the rest of nature. The acorn becomes an oak tree by means of automatic growth; no courage is necessary. The kitten similarly becomes a cat on the basis of instinct. Nature and being are identical in creatures like them. But a man or woman becomes fully human only by his or her choices and his or her commitment to them. People attain worth and dignity by the multitude of decisions they make from day-to-day. These decisions require courage. -Leadership situations are characterized by: --Ambiguity --Uncertainty --Danger -Leaders must act in spite of these factors -Leadership requires courage to act and live by one's convictions

What to Do When People Complain

■ Keep cool, calm, and collected. A polite and friendly manner works best, even with the most irritated people. A phrase to remember is: Maintain grace under pressure. ■ Listen patiently without interrupting. Don't argue or become defensive; allow the person to vent emotions. ■ Accept and acknowledge the person's point of view. Show empathy. Consider how you would feel if you were in the other person's shoes. ■ Ask questions to fully understand the problem and to fully understand what the person wants. Don't jump to conclusions about how the problem should be resolved. ■ Fully discuss possible solutions. Explain clearly what can and cannot be done. ■ Reach closure. Don't leave the person hanging. If you can't solve the problem, find someone who can. Arrange a time and method for communicating the results. ■ Genuinely thank the person for speaking up. Explain why you are glad that he or she pointed out a shortcoming. For example, " It gives me a chance to make things right," or "It helps us improve for the future." ■ Follow through. Do what you say you will do when you say you will do it. Keep promises.

Creating a High-Performance Team

■ Show enthusiasm for the work of the group. The leader's emotion ignites and energizes the team. ■ Make timely decisions based on agreed-upon goals. In this way, leaders show decisiveness and consistency. ■ Promote open-mindedness, innovation, and creativity by personal example and a conducive work climate. ■ Admit mistakes and uncertainties, modeling honesty as a virtue. ■ Be flexible in using a variety of tactics and strategies to achieve success. ■ Have persistence and lasting power, never giving up on hope or effort. ■ Give credit to others for the team's accomplishments, meeting people's needs for appreciation and recognition. ■ Keep people informed about progress and problems, celebrating victories and fine- tuning efforts. ■ Keep promises and follow through on commitments, earning the trust and confidence of others. ■ Train for success; master fundamentals and practice for perfection. ■ Put others first and self last, embodying the spirit of the caring leader.