10 Steps To Spot Unethical Leaders

followers-wanted

Have you seen the number of scandals in today’s organizations?  Government! Business! Non-profit organizations! Religious entities! No institution is exempted.  But—followers of these organizations deserve better!

Sadly, many employees chuckle at their bosses when they lecture them about ethical behavior in their organizations (typically because their management is not…ethical).  With the continual unethical behavior patterns of several leaders, today’s workers are more cynical about their leaders than ever.  In today’s discussion, we will evaluate how to spot unethical leaders in organizations. Continue reading

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Being An Authentic Leader

man-fingers-crossed

When I was sitting in my Sunday lecture, my teacher brought home what it meant to be hypocritical when discussing Jesus’ interaction with the leaders of his time, The Pharisees. Jesus openly criticized their actions to his followers in Matthew 23:2: “Therefore, whatever they [Pharisees] tell you to observe, that observe and do, but do not do their works. For they speak, but do nothing.They fasten heavy loads that are hard to carry and lay them on men’s shoulders, but they themselves will not move them with their finger.”

Sadly, many workers face some less than genuine managers that fail to inspire them for greater performance.  In this blog discussion, we will explore the the concept of authentic leadership in today’s society.

Competition is fierce across the globe. Managers are often forced to act genuine with their employees because financial circumstances force them to behave in ways that are in the best interest of shareholders and investors, not their employees.  Yet, organizations need talented and inspired employees who go beyond the basic requirements to excellence.  Yet, employees are reluctant to give this type of performance to self-serving leaders who do not care about them.

Forbes contributing writer Victor Lipman, in his article “The Foundational Importance of Trust in Management,” notes the alarming levels of distrust among workers.  According to a Gallup survey, 70% of workers are disengaged in the organization.[1]  Lipman found several contributing factors to this problem, which were: disingenuous communication, lack of modeling behavior, and financial pressure. Lipman explains, “As a manager myself, I recognized it was critical for my employees to trust me if I expected them to be fully productive on my watch.”  With trust on the downturn with numerous layoffs and higher unemployment, managers must be sincere and genuine with their workforce if they want a different type of performance.

CRITICAL VIDEO

Organizations must foster authentic leadership in today’s environment. Leadership denotes the ability to influence others.  When the adjective of authentic is modified on the word, something special emerges.  The adjective authentic conveys “something that is real or genuine and not counterfeit.”  In the case of the Pharisees, they were influencers of their followers.  However, the reality of the matter was that their type of leadership was not genuine or sincere. Authentic leadership defines the leader’s ability to have honest relationships with followers through transparent relationships.  In this mode, the leader may leave himself/herself vulnerable to others.

Bill George, author of Authentic Leadership, describes authentic leadership as ‘a leadership style that is consistent with a leader’s personality and core values, and that is honest, ethical and practical.’[2]  Dr. Richard Daft, author of Management, further outlines the following key characteristics of authentic leadership: (a) Authentic leaders pursue their purpose with passion; (b) Authentic leaders practice solid values; (c) Authentic leaders lead with their hearts as well as their heads; (d) Authentic leaders establish connected relationships; and Authentic leaders demonstrate self-discipline.[3]  With these traits, authentic leadership would be synonymous with an unselfish leadership approach.

In closing, today’s workers want managers who can inspire them for higher performance. However, workers are not looking for managers who are not genuine in their relationships with them. By utilizing authentic leadership in their organizations, managers will be better able to build these types of positive relationships with workers. Start today!

Please explain the concept of authentic leadership from your professional or personal experience.

 

© 2016 by Daryl D. Green

 

[1] “The Foundational importance of Trust in Management” by Victor Lipman

 

[2] Authentic Leadership by Bill George

[3] Management by Richard Daft

 

A Pastoral Perspective on Ethics

church

Introduction

The purpose of this dialogue involves discussing the concept of Ethics from a moderate-induced pastoral perception.  Ethics per se, as a universal model, involves or requires the decision-making acuities of any rational corporeal agent who intends to initiate or maintain a common, communal, and cultural balance among individuals.  

As such, Ethics may be simplified by considering that the concept Ethics is a universal representative model that includes all the possible values, desires, and intents of human society.  These components serve to form the ingredients that are molded and shaped to create a sort of utilitarian ideal.   

This systematic decision-making process is then drawn to provide the ideal concept for what is to be considered as responsible and acceptable behavior.  Because the ideal model is grounded in the dynamic and continual activity of harmonizing shared or ecumenical values against communal intents and desired objectives, Ethics then becomes both a suitable and most reasonable strategy for any extant structure that would be devoid of a practical methodology that assists in sustaining prolonging and strengthening the human-inhabited community.  Very succinctly stated, Ethics, then, is the monitoring, sustaining, and prolonging of values and life using an acceptable set of agreeable contexts to avoid chaos at all costs. 

Ethics from the Common Pastoral Perspective 

From the common perspective, it is apparent that many individuals inhabit this cosmological domain we call society.  We indeed, have or are sharing the commonness of possessing uniquely distinguishable attributes.  Where this is not the case, then human behavioral characteristics would not be universally recognizable as uniquely separate and the simple adjective, individual and its supplementary cognates, would have no referenced or understandable meanings.   

Despite the broad-spectrum of agreement that reflects the general idea that most individuals exhibit a tendency of being extraordinarily  intelligent and competent to communicate and placate reasonable common practices on their own, unfortunately most of their efforts only result in creating or contributing to an undesired chaos.

 Therefore, one of the most ultimate objectives of the ethereal community or spiritual structures, the church, is to assist in ensuring that the state of balance, growth, and maintenance is continued within this physical society to assure a continued existence and promulgation of the human species.   

Unique differences do exist.  External negative factors  and the disproportionate presence of human values, illuminates the church, per se, as endeavoring to moderate the corpus of divergent human values and objectives with an intended hope of extending and bettering human society.  Hence, the pastoral ministry becomes the church’s primary ordering instrument and may be considered as a useful and constructive vocation.   

The church or ecclesiastical institution is but one agency among other ethical institutions such as business and commerce, court judicial systems, financial management corporations, and even merchandisers that exist.  While each is uniquely different, all have similar aspirations and purposeful intentions aimed at maintaining, building, and cultivating, a useful and practical universal arrangement that both molds and shapes the common society of all.  Merely addressing this common perspective regarding Ethics is not enough; the cultural perspective of Ethics too, must be addressed.

 

Ethics from a Cultural Balance Perspective 

Having considered the vastness of the anthropological species, it is apparent that the present earth has a landscape that is draped and cluttered with many disagreeing ethnic groups, opposing religious beliefs and ecologically-damaging vocational occupations.  Here, the sociological investigator or those who consider the boundaries of Ethics are met with impending difficulties in prescribing and designing an ethical system that truly benefits all and agitates none.  This sort of scenario offers an opportunity to introduce the utilitarian model of Ethics in a cultural perspective.   

Harsanyi (1986) states, “The fundamental assumption of utilitarian  theory is that we ought to choose our  moral standards by rational criteria…that we ought to choose the moral standards of the highest expected social utility” (Harsanyi, 1986, p 1).  While the previous statement of Harsanyi (1986) does indeed, suggest an idealistic prescriptive remedy for what one should do in the instance of possessing an innate sense of “oughtness”, one quickly realizes that such a solution is not readily practical or socially accommodating  because of the many differing cultural variances that do exist.   

Again, in employing the “oughtness” concept, additional accumulative difficulties tend to surface; language barriers, societal customs, and religious beliefs, are often the most prevalent conflicts when considering utilitarianism.  Despite this state of disunity, communication  becomes an indispensable component regarding helping to balance the great cultural divide.  Queries like “Whose global government is the most appropriate for all people?”  “What political persuasion truly benefits everyone?” and “Whose academic description of Ethics is most readily to be believed?”   

Societies have yet arrived at a most adoptable solution and the continual presence and practice of effective communication skills has helped leaders to sustain an operable state despite the world’s multi-faceted assortment of values, ideas, and objectives. 

Ethics from a Communal Perspective 

Imaginatively, there is an illustrative philosophical axiom that relates to the idea that if the physical world has sufficient amenities to sustain an individual people, then it must certainly also possess the capacity to sustain a corpus that contains every person.  Revisiting the three components that are useful in maintaining an equitable balance of values against the intended objectives of all humanity, a simple and practical solution is to begin to view the world’s populace as a single immense community.   

Although varying, culturally, and ethnically different, these observed differences truly make life an ongoing enterprise.  Irrational creatures, being much more numerous and less adept in the skills of intelligence and transforming abilities, do exist in harmony.  Humans, too, can co-exist peacefully if they would exercise their skills regarding communication.  Many instances of miscommunication have ignited wars, isolated cultures, and decimated whole societies.   

Sensibly, if the balance of human society is to continue, then more effective ways of ethical communication must be employed to retain the delicate arrangement of human society.  Two inquiries to consider are; “What becomes of a society that lacks a set of Ethics to enhance its development?” and “What benefit does a set of ethical axioms do when an intelligent species has annihilated itself do to the lack of communication?”  This scenario depicts that practical Ethics is not only possible but a necessity. 

Please provide your personal or professional insight on the subject discussed.

(c) 2014 by Bruce Martin

About the Guest Blogger

bruce

Rev. Bruce Martin is a native of Knoxville, Tennessee and is a licensed and ordained minister of 35 years.  He is a now-retired mechanical designer from the Tennessee Valley Authority.  Rev. Martin attended the Virginia Military Institute in Lexington, Virginia as a Civil Engineering major in 1974.  He presently holds a Bachelors Degree in Systematic Theology from the American Baptist College in Nashville, Tennessee and a Master’s Degree in Organizational Leadership from the Grand Canyon University in Phoenix, Arizona.  

He also completed graduate studies in Divinity at the Southern Baptist Theological Seminary in Louisville, Kentucky.  Presently, Rev. Martin is a 3rd year doctoral candidate in Education at the Grand Canyon University in Phoenix, Arizona.  Rev. Martin was formerly the Senior Pastor of the Oakland Baptist Church in Louisville.  While residing there, he taught New Testament Theology at Simmons College.

Reference

Harsanyi, J. C. (1986). Individual utilities and utilitarian ethics (pp. 1-12).  Physica-Verlag HD.

Ethical Decision Making

man-fingers-crossed

Ethical decision-making is important for businesses. Trust and integrity must not be lost. There are three ethical concerns for the sales organization, which are (1) cheating, (2) misuse of company resources, and (3) inappropriate relationships with other employees.  

In fact, losing a customer or client’s trust is fatal stroke for businesses. Famous management expert Stephen Covey suggests that trust is the cornerstone for productivity in the market. Once customers lose faith and trust in an organization, that organization has lost ground in the market. 

Employees are motivated by different stimulus.  In fact, different employees have different motivations.  Motivation produces psychological forces that determine the direction of a person’s behavior in an organization.  In my technical field, there are few things that are impossible to accomplish; it’s a matter of time versus money. 

However, finding these solutions depend on a personal drive.  In many organizations,  supervisors search for the magical ingredient to improve employee performance so that the organization can be successful.  This initiative isn’t easy!   

For example, a salesperson might be motivated to earn high commissions at any cost. He knows his management is only concerned with the bottom-line. At the end of the year, his sales manager responses in anger to this salesperson, “You’ve committed the company to something to which we cannot commit.” Therefore, being promoting selfish behavior can cost a business in the long run.

 

Organizations must train and create a good ethical environment.  Gareth Jones and Jennifer George, authors of Contemporary Management, further argue effective managers fully utilize their human resources to gain a competitive advantage.  Developing the desired behavior in employees is invaluable. 

In many cases, employees exist in a transactional relationship (if you do this, you will get that).  For example, a sales representative for Mary Kay will get a pink Cadillac if she reaches the designated sales limit. In fact, business perks are pretty routine. 

Most people have an internal compass that allows them to distinguish right from wrong.  For example, an employee might be tempted to take a bribe from his company’s competitor.  Johnston and Marshall make a clear distinction between a gift and a bribe. A bribe is a financial present given to manipulate the purchase decision. 

In an effective ethical system, an employee would not compromise the trust with the company, including any internal customers (supervisor, manufacturing group, etc.). 

Finally, there will be numerous situations that test a person’s moral behavior in organizations.  Ethical decision making is a way of life. Businesses must create good ethical systems where employees are accountable for their conduct.  Trust must be at the center stage of the process. 

Discuss your professional experience with making ethical decisions in your industry. 

© 2014 by Daryl D. Green

Quality of Life & Corporate Responsibility

depression-business-women

Life keeps getting tougher for folks to survive.  While politicians and media pundits seize the opportunity of each life-changing event, families seek to make the best of a struggling economy.  According to the latest government job report this month, just 74,000 more people were employed in December versus 205,000 expected by USA Today’s survey of 37 economists.[1] 

Life will become tougher for job seekers as globalization sweeps down on country after country.  For some countries, they will become industry leaders while others will fade into the night of obscurity.  Many Americans are retreating from the workforce, causing the unemployment rate to fall to 6.7% in December. 

In fact, only 62.8% of the adult population is participating in the labor market now; participation rates relate to those individuals who have employment or those actively seeking employment.[2]  Heidi Shierholz, an Economic Policy Institute economist, explains: “We’re going to have a long-term unemployment crisis for a long time.” 

This current low participation in the job market matches the lowest level since 1978.  According to USA Today business reporter John Waggoner, the economy could be puzzling to the average American: “…corporations have plenty of cash in their coffers to expand and meet future demand.  But the job numbers don’t reflect that yet.”[3]  

Companies taunt their corporate responsibility to the community with such public relationship activities as sponsoring local events.  Yet, more workers wish these companies would renew their social contracts with American employees to ensure them of a decent wage.

 

Consequently, some workers often become victim of their company’s good fortune.  Thomas Friedman, author of The World is Flat, explains, “The best companies outsource to win, not to shrink.  They outsource to innovate faster and more cheaply in order to grow larger, gain market share, and hire more and different specialists—not to save money by firing more people.”   

The world’s poor stands at more than 1.1 billion people, mostly rural Africans, Indians, and other South Asians.  In fact, the poorest fifth of the world’s people earn just 2% of the world’s income.[4]  With companies moving into emerging markets, they can raise the standard of living for millions.   

Today world’s middle class earns an average of $700 to $7,500 per family member according to the United Nations’ Millennium Development Report.  Many companies would argue that their global reach has improved the quality of life for millions around the world and this is a small price to pay for the loss of a few jobs domestically.  

Discuss if American businesses must deal with the search for cheaper labor and the consequences on the quality of life for millions of individuals locally.                                                                              

© 2014 by Daryl D. Green


[1] “Weak jobs report is not all bad for investors” by John Waggoner

[2] 2013 ends with weakest job growth in years by Annalyn Kurtz

[3]“Weak jobs report is not all bad for investors” by John Waggoner

[4]How Much Is Enough by Alan Durning

Ethical Systems in Marketing Management

magic

Businesses that are serious about good customer relationships must have good ethical systems.  Marketing and strategy are underlying principles that must be addressed for organizations selling abroad.

Mark Johnston and Greg Marshall, authors of Relationship Selling, maintain that customers operating in other countries pose unique ethical concerns for salespeople and management, especially in (1) cultural differences and (2) differences in corporate selling policies.

Marketing strategist Regis McKenna explains that effective marketing is the integration of the customer into the design of the product and designing a systematic process for interaction that will create substance in the relationship. Creating good ethical systems is critical for success.

First, any meaningful ethics program must start with senior management’s behavior. In fact, ethical behavior must start at the top. Salespeople are not the only members of the sales force who face ethical concerns. Management must address significant ethical issues with (a) salespeople, (b) company policies, and (c) international customers and policies. Yet, I do think organizational culture is the cornerstone for understanding the ethical environment.

Trust is the foundation of any meaningful corporate structure.  Gareth Jones and Jennifer George, authors of Contemporary Management, maintain that when leaders are ineffective, chances are good that workers will not perform to their capabilities. Furthermore, senior managers should lead the way by example.

Second, the organization must evaluate the current corporate culture. There are both written and unwritten rules and behaviors that come into play. For example, Enron senior management demonstrated a lack of moral and ethical judgment, which played a critical role in its decision-making (i.e. breaking laws).  Therefore, one must review the organizational culture of the organization before attempting to implement an ethics program.

Last, the organization must be committed to a win-win approach. Managers should get all employees involved. Salespeople face ethical issues all the time. Their input would be invaluable. This fact has a great bearing on ethical behavior among employees. 

Companies need to have a plan for implementing ethics. However, they need to involve the workers. Typically, executives come up with a mandate on corporate policies. HR is forced to implement them.  There is little worker involvement. Yet, ethical conduct impacts everyone. Therefore, managers will get greater buy-in on new programs, such as ethical, if they are involved upfront in the process. 

Please discuss ethical behavior in organizations as it relates to the marketing process from your own professional experience.

© 2013 by Daryl D. Green

Ethical Decision-making in Business Operations

ethics-cross the finger

Last week, we had a special guest come to our MBA class. Rev. Anthony Rodgers, author of How God Restored My Life, shared with us his personal story that showcased a lifestyle of prestige, power, and wealth.  However, this pathway was through illegal and criminal behavior that the average individual would find distasteful.

Rev. Rodger’s was transformed; his life has become a symbol of how individuals can be redeemed and changed.  His lifestyle of drugs and crime are demised.  In the same vein, some business managers act immorally, unethically, and participate in illegal activities that can get organizations into trouble.  Do you remember Enron?  BP Oil?  There is a laundry list of these organizations.

If organizations are serious about having profitable operations, they must have good ethical systems.  Operations management does not exist in a vacuum; other business areas must be considered. Marketing and strategy are underlining principles that must be addressed for organizations selling abroad.

Michael Johnston and Greg Marshall, authors of Relationship Selling, argue that customers who reside in other countries pose unique ethical concerns for salespeople and management, especially in (1) cultural differences and (2) differences in corporate selling policies.[1]

Regis McKenna, author of Relationship Marketing, further suggests that effective marketing is the integration of the customer into the design of the product; to design a systematic process for interaction will create substance in the relationship.[2] Creating a good ethical system is critical for success.

First, any meaningful, ethical program must start with senior management behavior. In fact, ethical behavior must start at the top. Salespeople are not the only members of the sales force who face ethical concerns. Management must address significant ethical issues with (a) salespeople, (b) company policies, and (c) international customers and policies.

I do think that organizational culture is the cornerstone for understanding the ethical environment. Trust is the foundation of any meaningful corporate structure.  Gareth Jones and Jennifer George, authors of Contemporary Management, maintain that when leaders are ineffective, chances are good that workers will not perform to their capabilities.

Johnston and Marshall further suggest senior management style (do their actions match their words), the established culture of the organization, and external forces can create a climate where unethical or even illegal behavior is tolerated.[3] Therefore, senior managers should lead the way by example.

Second, the organization must evaluate the current corporate culture. There are both written and unwritten rules and behaviors that come into play. For example, Enron senior management demonstrated a lack of moral and ethical judgment that played a critical role in its decision-making (i.e. breaking laws) policies.  Therefore, one must review the organizational culture of the organization before attempting to implement an ethics program.

Last, the organization must be committed to a win-win approach. Companies need to have a plan for implementing ethics. However, these plans need to involve the workers. Typically, executives come up with a mandate on corporate policies and HR is forced to implement them.  There is little worker involvement.

Yet, ethical conduct impacts everyone.  Employees at various levels face ethical issues all the time. Their input would be invaluable. This fact has a great bearing on ethical behavior among employees.

Discuss your professional experience on how ethical decision making can impact business operations.

 © 2013 by Daryl D. Green


[1] Relationship Selling by Michael Johnston and Greg Marshall

[2] Relationship Marketing by Regis McKenna

[3] Contemporary Management by Gareth Jones and Jennifer George

Dealing With Superficial People

superficial-1

Who wants to work with shallow people?  Most people want to interact with individuals who have a solid core of values. In fact, can you imagine being in an intimate relationship with a superficial individual. It’s not a good thought. 

You like that person, but the superficial nature of that person is a barrier to any genuine relationship. This situation is a case where actions speak louder than words.  You see them saying the right words and attempting to do the right things. 

However, sooner or later, their superficial disposition comes out, and you can’t believe they are that way.  If you were honest with yourself, you knew that person was pretty hollow in the beginning, but you didn’t want to accept it.  

First, there are no physical characteristics that can identify a superficial person. In many organizations, teamwork is the way to accomplish my tasks.  Richard Daft, author of Management, notes the connectedness of teams:  “When people become part of a team, their success depends on the team’s success; therefore, they must depend on how well other people perform, not just on their own individual initiative and actions.”[1] 

Consequently, the best leaders want the right folks on their teams.  Clearly, shallow people come in all shapes and sizes. They have varying backgrounds. They live in every community. However, these people all have a common characteristic: They are externally-driven. This article explores the dynamics of building relationships and the nature of superficial people. 

When an individual understands the nature of genuine relationships, they will be able to foster better relationships with family, friends, co-workers, and loved ones. 

Second, an individual’s character still counts in fostering meaningful relationships in spite of power or material wealth. Leaders set the tone in most organizations. 

Gareth Jones and Jennifer George, authors of Contemporary Management, agree with this premise: “Managers determine and shape organizational culture through the kinds of values and norms they promote in an organization.”[2]  Therefore, superficial leaders often surround themselves with superficial followers which are problematic at best.

Superficial people care little about the value of other people, so they focus on themselves, always thinking, “What is in it for me?”  Because shallow individuals are constantly trying to make the world conform to them, they focus little on building good personal content. 

England’s best-known preacher Charles Spurgeon once noted, “A good character is the best tombstone. Those who loved you and were helped by you will remember you when forget-me-nots have withered. Carve your name on hearts, not on marble.” 

Shallow people are often distracted with other things besides good character. Some chase money. Others chase power or fame. Unfortunately, these things lack much substance.  Like eating frosting on a cake, these people never get a nutritious meal to promote a healthy spirit. Yes, the frosting provides a short-term boost in life, but it is not lasting.  Therefore, superficial people spend little time on good content. 

In the frantic pace of modern living, many people are in the pursuit of the wrong possessions.  The media bombards us with the notion that “We deserve it all.”  When this philosophy is believed, it creates a generation of inwardly focused people. We become a “Me” generation.

Because this person feels he is entitled to be happy, he focuses on what can make him happy now.  Obviously, it is far easier to pursue things (money, power, right clique, etc.) in terms of happiness because they are tangible to the eyes.  However, this short path is not a road to fortune, but perhaps a highway to destruction.  

If you are in relationships with superficial person, you can be assured that your intimacy will lack any significant depth. Your relationship may feel like the real thing, but over time the truth usually will reveal itself.  How does an individual then seek to surround themselves with people of good content?  In addressing this question, here are some things to consider in any relationship:

Finally, building true relationships is dependent on the right idiosyncrasies.  An individual’s character is more important than what he or she brings in terms of assets. Sadly, some people do not have this deepness of character.

They exist on the shallow end of the spectrum; they rarely make serious relationships. Why is this factor the case? These people are more concerned with what’s on the outside of an individual than what is on the inside. Clearly, this is a mistake.  Real individuals want quality, meaningful relationships and are unwilling to settle for less. 

Discuss your experience with superficial people.

 © 2013 by Daryl D. Green                                    

 


[1]Management by Richard Daft

[2] Contemporary Management by Gareth Jones and Jennifer George

 

Value Modeling

justice-symbol

Last week, we started the discussion about socio-technical systems and its impact on today’s organizations.   In the next few weeks, we will address three practical applications (i.e. value modeling, technology relevancy, and human factor buy-in).  Understanding value modeling is a critical attribute that managers need to acquire in times of uncertainty and high risks.  Effective leadership becomes the hallmark of high performing organizations. 

Organizations must model its values to both first-line supervisors and managers in a socio-technical system.  However, it won’t happen without good leadership.  Leadership is defined as the ability to influence others toward a shared objective or goal. 

Dr. Richard Daft explains that today’s employers are looking for authentic leaders who understand them, act consistent with high ethical standards, and empowers others with their openness and candor.  Dr. Daft argues, “To be authentic means being real, staying true to one’s values and beliefs, and acting based on one’s true self rather than emulating what others do.”

 https://www.youtube.com/watch?v=A2SKTP43oRQ

Yet, some organizations expect employees to understand its culture, its values, and its principles by attending new employee orientation or by reading a company brochure. This is simply not the case. Vince Adams, who has over 20 years as an environmental manager, understands delicacy of balancing a socio-technical system.

Adams has extensive experiences with both government and private organizations that are finding themselves neglecting to outline and demonstrate its value systems to employees.[1] Adams states, “Companies must build values into their employees so that employees know what the expectations are for that organization.”

James Kouzes and Barry Posner, authors of The Leadership Challenge, have researched several thousand businesses and government executives and they outline setting the example as a critical attribute of an effective leadership.[2] Kouzes and Posner argue, “Once people are clear about the leader’s values, about their own values, and about shared values, they know what’s expected of them and can better handle the conflicting demands of work and personal affairs.”  Therefore, employees expect leaders in organizations to model these values in their organizations, and this is also true for socio-technical systems. 

Discuss the concept of value modeling for today’s leaders. 

© 2013 by Daryl D. Green                                    

 


[1]“Leading others while supporting organizational values” by Daryl D. Green

[2] The Leadership Challenge by James Kouzes and Barry Posner

 

Ethical Leadership in 2013

 

 handcuffs-scandals-2013

If you can’t trust people with your mother, we are in trouble!  My 74-year-old mother was in the market to buy another car.  She finally bought it at a used car dealership (mom n pop).  They convinced her that this used car (PT Cruiser) was great!

In a few days, the car had problems. She took it back to the used dealership; the owner told my mother she had purchased bad gas. Eventually, my mother took it to an independent car repair shop. The computer was dead! To date, the used car dealership has not returned any of my mother’s calls. 

Situations like this undermine the public trust in human beings.  We have become cynical of our leaders, public or private.  With the number of high profile scandals with government officials and business executives, many people would describe ‘ethical leadership’ as an oxymoron.   Can you have ethics and leadership side by side?  

Denis Collins, author of Business Ethics, further explains, “Subordinates are constantly evaluating the ethics of a manager’s decisions and behaviors. Actions speak louder than words.”  Therefore, any meaningful ethic program must start with senior management behavior.

Trust is the foundation of any meaningful corporate structure.  Gareth Jones and Jennifer George, management experts maintain that when leaders are ineffective chances are good that workers will not perform to their capabilities. 

Mark Johnston and Greg Marshall, authors of Relationship Selling, further suggest senior management style (do their actions match their words), the established culture of the organization and external forces can create a climate where unethical or even illegal behavior is tolerated. Therefore, senior managers should lead the way by example. 

Furthermore, organizations must evaluate their current corporate culture. There are both written and unwritten rules and behaviors that come into play. For example, Enron senior management demonstrated a lack of moral and ethical judgment that played a critical role in its decision-making (i.e. breaking laws).                                     

 

Enron in the boom days of the late 90’s

In addition to analyzing an individual’s personal behavior, individuals need to analyze the organization’s leadership and culture climate to see the big picture.  Therefore, ethical leadership becomes an essential ingredient for making a highly effective organization.    

State your professional experience with ethical leadership or lack of.

 

 © 2013 by Daryl D. Green