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Courage and Moral Leadership

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Courage and Moral Leadership. 2. Chapter Objectives ... Several ways people with firm moral principles may behave badly without feeling ... Moral Leadership ... – PowerPoint PPT presentation

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Title: Courage and Moral Leadership


1
Chapter 6
  • Courage and Moral Leadership

1
2
Chapter Objectives
  • Combine a rational approach to leadership with a
    concern for people and ethics.
  • Recognize your own stage of moral development and
    ways to accelerate your moral maturation.
  • Apply the principles of stewardship and servant
    leadership.
  • Know and use mechanisms that enhance an ethical
    organizational culture.
  • Recognize courage in others and unlock your own
    potential to live and act courageously.

2
3
Ex. 6.1 Comparing Unethical Versus Ethical
Leadership
  • The Unethical Leader
  • Is arrogant and self-serving
  • Excessively promotes self-interest
  • Practices deception
  • Breaches agreements
  • Deals unfairly
  • Shifts blame to others
  • Diminishes others dignity
  • Neglects follower development
  • Withholds help and support
  • Lacks courage to confront unjust acts
  • The Ethical Leader
  • Possesses humility
  • Maintains concern for the greater good
  • Is honest and straightforward
  • Fulfills commitments
  • Strives for fairness
  • Takes responsibility
  • Shows respect for each individual
  • Encourages and develops others
  • Serves others
  • Shows courage to stand up for what is right

3
4
Ethics
  • An individuals personal beliefs about whether
    a behavior, action or decision is right or wrong.

4
5
ETHICS OF EXCELLENCE
  • You werent born ethical
  • Listen to your conscience although you cant
    always trust it
  • Talk it out with others but choose your others
    carefully
  • Prepare to be punished for honesty
  • Permit mistakes so you dont promote cover ups
  • Learn to live with shades of gray
  • Bear the blame for your behavior

5
6
Leaders and Ethics
  • Ethics starts with the leader in an organization

6
7
Leadership Ethics Description
Definition Theory
Ethics Leadership
  • Ethics
  • Is a derivative of the Greek word ethos, meaning
    customs, conduct, or character
  • Is concerned with the kinds of values and morals
    an individual or society ascribes as desirable or
    appropriate
  • Focuses on the virtuousness of individuals and
    their motives
  • Ethical Theory
  • Provides a system of rules or principles as a
    guide in making decisions about what is
    right/wrong and good/bad in a specific situation

What leaders do and who leaders are is determined
by the nature of the leaders behavior and their
virtuousness. What choices leaders make and how t
hey respond in a particular circumstance are
informed and directed by their ethics.
7
8
Ethical Theories
Deontological Theories
Conduct Domain
  • Focus on the actions of the leader and his/her
    moral obligations and responsibilities to do the
    right thing

Teleological Theories
Attempt to answer questions about right and wrong
by focusing on whether an individuals conduct
will produce desirable consequences
Ethical egoism - An individual should act so as
to create the greatest good for herself/himself
Utilitarianism - An individual should behave so
as to create the greatest good for the greatest
number Altruism - An individual should act in th
e interest of others even when it runs contrary
to his/her own interests
Character Domain
Virtue-Based Theories
Approach ethics from the viewpoint of a leaders
character virtues are rooted in the heart and
disposition of the individual
8
9
Ethical/Unethical Behavior
  • Does the behavior conform to generally accepted
    social norms.

9
10
Areas of Special Concern for Leaders
  • How an organization treats its employees
  • How employees treat the organization
  • How employees and the organization treat other
    economic agents.

10
11
Ethics and the Law
  • Law codifies only that part of ethics which
    society feels so strongly about that it is
    willing to support it with physical force.
  • Combinations
  • Legal and Ethical
  • Legal, but Unethical
  • Illegal, but Ethical
  • Illegal and Unethical

11
12
A Matter of Ethics
  • Company leaders set tone
  • Must maintain honesty integrity
  • Put it in writing
  • There is a Ripple Effect
  • Put integrity first
  • A way of life

12
13
Leadership and Ethics
  • Typical ethical violations
  • Convincing yourself that something is morally
    acceptable just because it is legally acceptable
  • Convincing yourself that something is right just
    because it benefits yourself
  • Convincing yourself that something is right
    because you will never get caught
  • Convincing yourself that something is right
    because it benefits the company

13
14
Ethics and Organizations
  • Cross-cultural ethical issues
  • Theft of intellectual property
  • Bribery and Corruption
  • Intentional selling dangerous products
  • Environmental pollution
  • Misrepresentation in negotiations

14
15
ETHICAL KEY QUESTIONS For Leadership Decisions
  • What are my core values
  • What are the core values and beliefs of my
    company
  • Whose values, beliefs and interests may be at
    risk in this decision
  • Who will be harmed or helped by my decision
  • How will my own core values or beliefs be
    affected or changed by my decision
  • How will I be changed by the decision
  • How would the decision look/ feel if I stood on
    the other side of the fence
  • Could you discuss this with your family

15
16
LEADERSHIP TRUTHS
  • Living life with integrity is the most expensive
    thing in life NO success is worth giving that
    up
  • Truth is the most powerful tool that exits
  • When character is compromised, one of the most
    richest jewels in life may be lost forever
  • NEVER, EVER sacrifice your values

16
17
When Good People Do Bad Things
  • Several ways people with firm moral principles
    may behave badly without feeling guilt or
    remorse
  • Moral justification
  • Euphemistic labeling
  • Advantageous comparison
  • Displacement of responsibility
  • Diffusion of responsibility
  • Disregard or distortion of consequences
  • Dehumanization
  • Attribution of blame

17
6-17
McGraw-Hill/Irwin
2006 The McGraw-Hill Companies, Inc. All rights
reserved.
18
Principles of Ethical Leadership
Respects Others
Serves Others
Builds Community
Ethical Leadership
Ethics is central to leadership because of
The process of influence The need to engage
followers to achieve mutual goals The imp
act of leaders on values of the organization
Shows Justice
Manifests Honesty
18
19
Principles of Ethical Leadership
  • Treat others as ends in themselves and never as a
    means to ends
  • Treat other peoples values and decisions with
    respect
  • Allow others to be themselves with creative wants
    and desires
  • Approach others with a sense of unconditional
    worth and value individual differences
  • Leader behaviors
  • Listens closely to subordinates
  • Is empathic
  • Is tolerant of opposing viewpoints

Respects Others
19
20
Principles of Ethical Leadership
  • Follower-centered - Based on the altruistic
    principle of placing followers foremost in the
    leaders plans
  • Beneficence - Leaders have a duty to help others
    pursue their own legitimate interests and goals
  • Leaders are stewards of the organizations
    vision in serving others they clarify, nurture,
    and integrate the vision with, not for,
    organization members
  • Leaders have an ethical responsibility to make
    decisions that are beneficial to their followers
    welfare
  • Leader behaviors
  • Mentoring behaviors
  • Empowerment behaviors
  • Team building behaviors
  • citizenship behaviors

Serves Others
20
21
Principles of Ethical Leadership
  • Ethical leaders are concerned with issues of
    fairness they place issues of fairness at the
    center of their decision making
  • They adhere to principles of distributive
    justice
  • Leader behaviors
  • All subordinates are treated in an equal manner
  • In special treatment/special consideration
    situations, grounds for differential treatment
    are clear, reasonable, and based on sound moral
    values

Shows Justice
21
22
Principles of Ethical Leadership
  • Honest leaders are authentic but also sensitive
    to the feelings and attitudes of others
  • They are not deceptive
  • They tell the truth with a balance of openness
    and candor while monitoring what is appropriate
    to disclose in a particular situation
  • Leader behaviors
  • Dont promise what you cant deliver
  • Dont suppress obligations
  • Dont evade accountability
  • Dont accept survival of the fittest pressures
  • Acknowledge and reward honest behavior in the
    organization

Manifests Honesty
22
23
Principles of Ethical Leadership
  • Concern for the common good means leaders cannot
    impose their will on others they search for
    goals that are compatible with everyone.
  • Concern for others - Is the distinctive feature
    that delineates authentic transformational
    leaders from pseudo-transformational leaders
  • Transformational leaders and followers reach out
    beyond their own mutually defined goals to the
    wider community
  • Leader behaviors
  • Takes into account the purposes of everyone in
    the group
  • Is attentive to interests of the community and
    the culture
  • Does not force others or ignore the intentions of
    others

Builds Community
23
24
Moral Leadership
Distinguishing right from wrong and doing right
seeking the just, honest, and good in the
practice of leadership
24
25
Ex. 6.2 How to Act Like a Moral Leader
  • Develop, articulate, and uphold high moral
    principles.
  • Focus on what is right for the organization as
    well as all the people involved.
  • Set the example you want others to live by.
  • Be honest with yourself and others.
  • Drive out fear and eliminate undiscussables.
  • Establish and communicate ethics policies.
  • Develop a backbone show zero tolerance for
    ethical violations.
  • Reward ethical conduct.
  • Treat everyone with fairness, dignity, and
    respect, from the lowest to the highest level of
    the organization.
  • Do the right thing in both your private and
    professional life even when no one is looking.

25
26
Ex. 6.4 Three Levels of Personal Moral Development
Level 3 Postconventional Follows internalized
universal principles of justice and right.
Balances concern for self with concern for others
and the common good. Acts in an independent and
ethical manner regardless of expectations of
others.
Level 2 Conventional Lives up to expectations
of others. Fulfills duties and obligations of
social system. Upholds laws.
Level 1 Preconventional Follows rules to avo
id punishment. Acts in own interest. Blind
obedience to authority for its own sake.
26
27
27
28
Stewardship
A belief that leaders are deeply accountable to
others as well as to the organization, without
trying to control others, define meaning and
purpose for others, or take care of others.
28
29
Servant Leadership
Leadership in which the leader transcends
self-interest to serve the needs of others, help
others grow, and provide opportunities for others
to gain materially and emotionally
29
30
Courage
The ability to step forward through fear
30
31
Whistleblowing
Employee disclosure of illegal, immoral, or
unethical practices in the organization
31
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