6. leading with integrity

6. Leading with Integrity

3Copyright ©2013 John Wiley & Sons, Inc. 3Copyright ©2013 John Wiley & Sons, Inc.

Ethical Dilemmas

Natural tendency to react quickly to resolve dilemma or pretend we did not notice.

Key is to slow down the process and reflect on the ethical and moral aspects of actions and decisions.

Allow yourself and others time to work through complex problems and engage in a process that includes reflection before action.

Including others in the resolution leads to feelings of empowerment.


Chapter Overview

This chapter includes: A discussion of the process of creating and

sustaining ethical organizational environments

An analysis of the moral dimensions of transforming leadership theory

An examination of the ethical influences that participants have on their organizations through behavior modeling


Creating and Sustaining an Ethical Organizational Environment

Nash proposes four qualities that are necessary for participants to advance ethical standards in an organizational Critical thinking skills to analyze and convey the

ethical components of a problem or dilemma Possession of a high degree of integrity to stand up

for your personal and professional ethics The ability to see situations from others’

perspectives Personal motivation to do the right thing


Ethical Decision Making

Important that a leader is prepared to receive criticism, see members revolt, and perhaps experience a decline in membership.

Not everyone in an organization is prepared or willing to do the right thing or has a moral orientation.

Part of the leadership process is to fully explain to others the problem at hand and the basis for the action or decision.


Core Values

All participants―positional leadership and members alike―should be empowered to set the tone.

The organization’s mission or the group’s common purpose should be the driving force for identifying its values.

Appointing one person to be the group’s ethicist or when a leader acts in isolation to handle ethical dilemmas can be counterproductive.


Learning from Good and Bad Leadership

Two categories of bad leadership (Kellerman)

Bad as in ineffective Ineffective leadership includes the failure of

achieving a desired change. Bad as in unethical

Fails to distinguish between right and wrong.


Toxic Leaders

Toxic leaders are those “who engage in numerous destructive

behaviors and who exhibit certain dysfunctional personal characteristics. To count as toxic, these behaviors and qualities of character must inflict some reasonably serious and enduring harm on their followers and their organizations.”


Examples of Behaviors and Traits Associated with Toxic Leaders

Leaving followers worse off than when they found them. Violating basic standards of human rights of their own supporters. Consciously feeding their followers illusions that enhance the

leader’s power and impair the followers’ capacity to act independently.

Misleading through deliberate untruths and misdiagnoses of issues and problems.

Insatiable ambition putting leader’s above followers’ well-being. Enormous egos that blind leaders to the shortcomings of their

own character. Reckless disregard for the costs of their actions to others. Cowardice that leads them to shrink from difficult choices.


Ethical Lapses

Individuals committed to leading with integrity are faced with their own dilemma of what to do when values clash with the organization’s standards. This offers three choices: Ignore or put up with the situation. Address the situation and work to change the

organizational climate into one that is ethical in nature.

Leave the organization.


Moral Purpose as an Act of Courage

Moral courage: the quality of mind and spirit that enables one to face up to ethical challenges firmly and confidently, without flinching or retreating.

Moral courage can be viewed as the intersection of three conceptual fields: principles, danger, and endurance. Example: It took moral courage for Nelson Mandela

to be imprisoned for eighteen years in his opposition to apartheid in South Africa.


Assumptions about Ethical Leadership

1. Ethics is the heart of leadership. 2. All leadership is values-driven.3. Personal values intersect with organizational values.4. Ethical leadership can be learned.5. Ethical leadership involves a connection between

ethical thought and action.6. Character development is an essential ingredient of

ethical leadership. 7. Ethical leadership is a shared process.8. Everything we do teaches.


Cultural Assumptions

Ethics exist in a cultural context; they are culturally bound or culture-specific.

There is no universal agreement on what behaviors or practices are considered appropriate, legal, ethical, or moral across cultures. Example: The intentional oppression of and discrimination

against women in Saudi Arabia is considered ethical, legal, and moral in that country but is unethical, illegal, and immoral in the United States.

Ethics are also temporal in nature, especially in light of changing laws and legal norms.

Corruption is a culturally constructed behavior.


Cultural Assumptions

Personal competencies for establishing cross-cultural relationships. 1. Be nonjudgmental.2. Be flexible.3. Listen attentively/observe carefully.4. Assume complexity.5. Manage personal biases.6. Show respect.7. Show empathy.


Transforming Leadership Theory

Transforming leadership is a process in which “leaders and followers raise one another to higher levels of morality and motivation.”

Transforming leadership involves persuasion, a desire to change something and multidirectional influence relationships between leaders and participants.

Values or ideal such as peace, justice, fairness, liberty, equal opportunity, and people’s general welfare are expressed by transformational leaders.


Transformational Leadership Theory

About the relationship and influence between leaders and followers.

This symbiotic relationship is an interaction or power and shared values.

Transforming leaders have the courage to confront reality even if it is painful and have healthy egos to withstand peer pressure.

Possessing positive self-esteem (not needing to please others to win their favor) is a necessary element of leading with moral purpose.


Ethical Decision-Making Models

Several approaches to resolve ethical dilemmas Utilizing professional codes of conduct, rituals,

standards, constitutions, and bylaws Like leadership, ethics is not a neat and tidy

concept. It requires human judgment and analysis to determine whether a situation represents an ethical dilemma or something else, such as a personality conflict.


Practical Applications

Four Dilemma Paradigm Model1. Justice vs. mercy: fairness and equity conflict

with compassion, empathy and love 2. Short term vs. long term: immediate needs run

counter to future goals 3. Individual vs. community: self vs. others or

small group vs. larger group4. Truth vs. loyalty: honesty competes with

commitment, responsibility, or promise-keeping These dilemma paradigms represent values that

collide with each other.


Kidder’s Ethical Decision Making Model

Ends-based thinking: “Do whatever produces the greatest good for the greatest number.”

Rule-based thinking: Follow only the principle that you want everyone else to follow.

Care-based thinking: “Do to others what you would like them to do to you.”


Five Ethical Principles in Decision Making

Respecting autonomy Doing no harm of no maleficence Benefiting others or beneficence Being just or justice Being faithful or fidelity

6. leading with integrity

Documents

john wiley sons

ethical standards

ethical influences

ethical components

leadership process

right thing

organizations mission

examples of behaviors