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Practicing Leadership : Principles and Applications

Practicing Leadership : Principles and Applications. Chapter 2: Ethical Leadership. “People do not need laws to tell them to act responsibly, while bad people will find a way around the laws.” Plato. What management behaviors do you consider morally repugnant?.

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Practicing Leadership : Principles and Applications

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  1. Practicing Leadership: Principles and Applications Chapter 2: Ethical Leadership

  2. “People do not need laws to tell them to act responsibly, while bad people will find a way around the laws.” • Plato

  3. What management behaviors do you consider morally repugnant?

  4. Executive Leaders Create Ethical Culture • Ethical Culture:a number of formal (e.g., codes and rules) and informal (e.g., behavior norms) systems that work together to support ethical conduct in the organization. • Why be ethical? • Who cares? • Who do we need to protect?

  5. Ethical Leadership • Leaders must be moral people as well as “Moral Managers” • Moral managers make ethics a priority by visibly modeling: • ethical conduct • communicating openly and regularly with employees about ethics and values • by using the reward system to hold everyone accountable to the standards

  6. Three Forms of Leadership that Fall Short on Ethics: • Ethically Neutral Leadership: occurs when there is a leadership vacuum when it comes to ethics. Persons in positions of power of influence neither promote nor actively work against ethical conduct. • Hypocritical Leadership: when a person in a position of power talks about the importance of ethics, but then acts in an unethical manner. • Unethical Leadership: weak moral persons and weak moral managers—not true “leaders”

  7. A Guide for Ethical Decision Making • The Rights Theory • The right to the truth about things that impact us. • The right to privacy. • The right to what has been contractually promised.

  8. A Guide for Ethical Decision Making • The Common Good Theory • The good of an individual is inseparable from the good of the larger society. • The Fairness Theory • An ethical action treats everyone equally, without showing either favoritism or discrimination against anyone.

  9. A Guide for Ethical Decision Making • The Utilitarian Approach • All available alternatives should be evaluated and the choice should be the option that causes the greatest good (or the least harm) to the greatest number of people. • The Virtue Ethics Approach • An action is ethical if it builds personal virtuous traits such as honesty, selflessness, and courage.

  10. How to Look at Ethical Issues • What it is. • Why it is an ethical problem? • What are the professional costs and possible penalties for ethical or legal transgressions?

  11. Ethical Issues in Business • Human Resources Issues • Discrimination • Sexual Harassment • Customer Issues • Confidentiality • Product Safety • Special Fiduciary Responsibilities • Use of Corporate Resources • Conflicts of Interest

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