Courage and Moral Leadership

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Chapter 6

• Courage and Moral Leadership

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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

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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.

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Moral Leadership
Distinguishing right from wrong and doing right
seeking the just, honest, and good in the
practice of leadership
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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 avoid
punishment. Acts in own interest. Blind
obedience to authority for its own sake.
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Ex. 6.5 Continuum of Leader-Follower Relationships
Stage 4 Service
Stage 1 Control
Stage 2 Participation
Stage 3 Empowerment
Whole employees
Authoritarian manager
Active
Leader
Participative manager
Self-responsible contributors
Team players
Stewardship-empow. leader
Follower
Servant leader
Obedient subordinates
Passive
Control Centered in the Leader/Organization
Control Centered in the Follower
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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.
See the Parker-Follett quote on page 229
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Stewardship

• Relationship between leaders and followers in
  which leaders lead without dominating or
  controlling followers. Stewardship is an
  employee-focused form of leadership that enables
  followers to make decisions and have control over
  their jobs. (Lussier Achua, 2002)

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Servant leadership

• Transcends self-interest to serve the needs of
  others, by helping them grow professionally and
  emotionally.
• Encourages others in their personal development
  and helps them understand the larger purpose in
  their work.

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• Whenever we have the opportunity or
  responsibility to influence the thinking and the
  behavior of others, the first choice we are
  called to make is whether to see the moment
  through the eyes of self-interest or for the
  benefit of those we are leading (Blanchard
  Hodges, 2003)

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• One of the quickest ways you can tell the
  difference between a servant leader and a
  self-serving leader is how they handle feedback,
  because one of the biggest fears that
  self-serving leaders have is to lose their
  position.
• Self-serving leaders spend most of their time
  protecting their status. They usually respond
  negatively to feedback, because they think your
  feedback means that you dont want their
  leadership anymore.
• Servant leaders embrace and welcome feedback as a
  source of useful information on how they can
  provide better service.

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Basic precepts of Servant Leadership

• Put service before self-interest. Be
  resourceful.
• Listen first to affirm confidence in others.
  Listen to figure out the will of the group and
  then further it however she can.
• Inspire trust by being trustworthy. Be willing
  to give everything away power, control,
  rewards, information, and recognition.
• Help others accept their responsibilities and
  find the power of the human spirit in their work.
  Work exists for the person as much as the person
  exists for work.

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Time for a flick!
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Acceptance and Empathy

• The servant always accepts and empathizes, never
  rejects. The servant as leader always
  empathizes, always accepts the person but
  sometimes refuses to accept some of the persons
  effort or performance as good enough.
  (Greenleaf, 1977)

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Foresight
This is the central ethic of leadership. The
failure (or refusal) to foresee may be viewed as
an ethical failure, because a serious ethical
compromise today (when the usual judgment on
ethical inadequacy is made) is sometimes the
result of a failure to make the effort at an
earlier date to foresee todays events and take
the right actions when there was freedom for
initiative to act. The action we label
unacceptable in the present moment is often
really one of no choice. (Greenleaf, 1977)
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Servant leadership

• The measure of leadership is not in the quality
  of the head, but in the tone of the body. The
  signs of outstanding leadership appear primarily
  among the followers. (De Pree, 1989)

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• Leadership is a service. Leaders serve a purpose
  for the people who made it possible for them to
  lead their constituents. They are servant
  leaders not self-serving, but other serving.
• Leadership is a privilege. You cant be
  motivated by self-interest and expect to be a
  leader. The instant you feel exempt from the
  standards of the organization, you cease to be a
  leader. The leader galvanizes people by living
  their shared vision.

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Attitude check. As a leader

• Is your purpose to serve those you have been
  given the privilege to lead, or to be served by
  your subordinates?
• Are you more concerned about maintaining and
  overseeing your fiefdom, or are you more
  concerned about partnering with others to build a
  healthy, purposeful work environment for everyone?

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Covey article New Wine, Old Bottles

• Three steps to transformation
• Build a new relationship based on the principles
  of mutual respect and equality, not position and
  power. Roles are equal but different.
• Create a new psychological contract or
  performance agreement (details)
• With the transfer of power and responsibility for
  results, the leader becomes the servant and
  source of help (details)
• Servant leadership is a tougher style because
  when you set up performance agreements and become
  a source of help, people have to be tough on
  themselves. They just cant sit around and blame
  others.

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Courage
The ability to step forward through fear

• Courage means accepting responsibility
• Courage often means nonconformity
• Courage means pushing beyond the comfort zone
• Courage means asking for what you want and saying
  what you think
• Abilene paradox the tendency of people to not
  voice their true thoughts
• because they want to please others.
• Courage means fighting for what you believe

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Whistleblowing
Employee disclosure of illegal, immoral, or
unethical practices in the organization
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Finding personal courage

• Believe in a higher purpose
• Draw strength from others
• Welcome failure
• Harness frustration and anger

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Engagement

• Engagement is a positive, fulfilling,
  work-related state of mind that is characterized
  by vigor, dedication, and absorption. Vigor is
  characterized by high levels of energy and mental
  resilience while working, the willingness to
  invest effort in ones work, and persistence even
  in the face of difficulties. Dedication refers to
  being strongly involved in one's work and
  experiencing a sense of significance, enthusiasm,
  inspiration, pride, and challenge. Absorption is
  characterized by being fully concentrated and
  happily engrossed in ones work, whereby time
  passes quickly and one has difficulties with
  detaching oneself from work

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Gallup Q-12 Engagement cause or effect?

• I know what is expected of me at work.
• I have the materials and equipment I need to do
  my work right.
• At work, I have the opportunity to do what I do
  best everyday.
• In the last seven days, I have received
  recognition or praise for doing good work.
• My supervisor, or someone at work, seems to care
  about me as a person.
• There is someone at work who encourages my
  development.

• At work, my opinions seem to count.
• The mission or purpose of my company makes me
  feel my job is important
• My associates or fellow employees are committed
  to doing quality work.
• I have a best friend at work.
• In the last six months, someone at work has
  talked to me about my progress.
• This last year, I have had opportunities at work
  to learn and grow.

13 How satisfied are you with ________ as a
place to work?
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VIGOR When I am working, I feel mentally strong I
can continue for a very long time when I am
working When I work at my current job, I feel
like I am bursting with energy At my job, I feel
strong and vigorous When I get up in the morning,
I feel like going to work DEDICATON I find my
work to be full of meaning and purpose My work
inspires me I am enthusiastic about my job I am
proud of the work that I do I find my work
challenging ABSORBTION Time flies when I am
working When I am working, I forget everything
else around me I feel very happy when I am
working intensively I can get carried away when I
am working I am immersed in my work
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