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INTRODUCTORY COMMENT
Leaders can use power (as we discussed in topic)
for good or ill, and the leaders personal values
may be one of the most important determinants
of how power is exercised or constrained.
The mere possession of power, of any kind, leads
inevitably to ethical questions about how that
power should and should not be used.
should internalize a
strong set of ethics, principles of
right conduct, or a system of
moral values.
Good leaders tend to align the
values of their followers with
those of the organization or
movement.
ETHICS
Ethics
Rules
ETHICS
It is difficult to know when a decision is
ethical. Here is a good test:
Leader Ethics: If a leader makes a decision
falling within usual standards, is willing
to personally communicate the decision to
stakeholders, believes friends would
approve ,believes it would be okay if it was
a lead story in tomorrows news----- then
it is likely an ethical decision.
ETHICAL LEADERSHIP
Burns
Heifetz
Greenleaf
ETHICAL LEADERSHIP
Influencing
Expectations
Influencing Values and Beliefs
Multiple Stakeholders
ETHICAL ORIGINS
ETHICAL ORIGINS
LEADER BEHAVIOR
WHISTLEBLOWER
A whistleblower is an employee who reports real
or perceived wrongdoing under the control of his
or her employer to those who may be able to take
appropriate action.
ETHICAL DECISIONS
A
What
ETHICAL DECISIONS
Instrumental Values
An exciting life
Being courageous
A sense of accomplishment
Being helpful
Family security
Being honest
Inner harmony
Being imaginative
Social recognition
Being logical
Friendship
Being responsible
Peers
Personal
Value
System
Technology
Education
Media
GENERATIONAL VALUES
The
KOHLBERG
6 Stages of Moral Development
Organized into 3 Higher Order Levels:
Pre-conventional:
DEVELOPMENTAL LEVELS OF
MORAL REASONING
Preconventional
Preconventional Level
Conventional Level
Level
Postconventional
LEADERSHIP AND
ORG.VALUES
LEADERSHIP AND
ORG.VALUES
If there is indifference or
hypocrisy toward values at
the highest levels, then it is
fairly unlikely that principled
behavior will be considered
important by others
throughout the organization.
The
principle-centered approach
postulates a fundamental
interdependence between the unique
roles of each level:
PRINCIPLE-CENTERED
Personal
Interpersonal
LEADERSHIP
Managerial
(
COVEY
)
Organizational
PERCEPTIONS OF UNETHICAL
BUSINESS PRACTICES
Diffusion of responsibility
Disregard or distortion of consequences
Dehumanization
Attribution of blame
IMPLICATIONS FOR
LEADERSHIP
PRACTITIONERS
Leadership practitioners should
IMPLICATIONS FOR
LEADERSHIP
PRACTITIONERS
Leaders
in particular have a
responsibility not to let their own
personal values interfere with
professional leader-subordinate
relationships.
When