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Flashcards in week 6.5 Deck (24)
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1
Q

defining ethical leadership

A

Leadership is the ability or authority to guide and direct others toward a goal

Ethical leadership creates an ethical culture

Have the power to motivate others and enforce the organization’s norms, policies, and viewpoints

Many CEOs articulate the firm’s core values but fail to exhibit ethical leadership

A leader must have followers’ respect and also provide a standard of conduct

2
Q
  1. Discuss the role of leadership in understanding and executing ethical decision making in organizations
A

Ethical leadership creates an ethical culture.

If top managers fail to express desired ethical
behaviors and goals, a corporate culture evolves on its own to reflect the values and norms ofthe company.

Thus, it is not enough to have strong ethical leaders and corporate values
initially—an ethical corporate culture must be maintained through effective leadership at all times during the firm’s existence.

Ethical leadership also has a significant impact on ethical
decision making because leaders have the power to motivate others and enforce the organization’s norms, policies, and viewpoints.
Ethical leaders ensure these goals are met in
an ethical manner.

Leaders are central to influencing an organization’s corporate culture and
ethical posture

3
Q

requirements for ethical leadership

A

Ethical leadership skills develop through years of training, experience, and learning other best-practices of leadership

Leadership qualities differ for each situation
Ethical leaders must model organizational values
Place what is best for the organization over their own interests
Train and develop employees throughout their careers
Establish reporting mechanisms
Understand employee values and perceptions
Recognize the limits of organizational rules and values

4
Q

7 habits of strong ethical leaders

A
  1. strong personal character
  2. passion to do right
  3. proactive
  4. consider all stakeholders interests
  5. act as role model for organisation’s values
  6. transparent and actively involved in decision making
  7. holistic view of the firm’s ethical culture
5
Q

benefits of ethical leadership

A

Directly impacts the corporate culture of the firm

Enhances ethical behavior patterns when employees are rewarded for their ethical conduct

Leads to employee satisfaction and commitment

Creates strong relationships with external stakeholders
Impacts the long-term market evaluation of the firm

6
Q

explain difference between the compliance based and integrity based view of ethical leadership

A

Compliance-based approach emphasizes obedience to rules and regulations and sets processes in place to ensure compliance

Integrity-based approach views ethics as an opportunity to implement core values
Take responsibility for the firm’s ethical culture and hold employees accountable for practicing ethical behaviors and core practices

7
Q

Ethical Leadership and Organizational Culture

A

Unethical leaders are usually ego-centric and often do whatever it takes to achieve the organization’s objectives and their own (psychopathic leader)
Machiavellian leadership
Egoists

Apathetic leaders are not necessarily unethical, but they care little for ethics within the company
Do not listen to employees and

Does not communicate well
Ethical leaders include ethics at every operational level and stage of the decision making process

Think about different organizational cultures (ch 7): apathetic, caring, exacting, integrative

8
Q

explain mangaging ethical conflict

A

Ethical conflicts occur when there are two or more positions on an ethical decision

Will not be brought to management’s attention without effective mechanisms for transparent communication

Employees themselves should be trained to handle conflict situations

Employees can respond to conflict in different ways: ignore, confront, report, hotline, whistle blowing

9
Q

draw slide 11.1

A

jazzie ;)

10
Q

Ethical Leaders Empower Employees

A

Employee empowerment is an essential component of a values-based organizational culture
Encourages employees to express concerns, bring up ethical issues, and take a proactive approach toward resolving conflicts

Ethical leadership training for both managers and employees is helpful

Important in creating employee-centered ethical leadership

11
Q

ethical leadership communication types

A
  1. interpersonal
  2. small group
  3. non verbal
  4. listening
12
Q

explain internpersonal

A

Often difficult to communicate to a superior

Provides an intimate opportunity for leaders and workers to give and receive information

13
Q

explain small group communication

A

Can increase collaboration and generate a variety of perspectives on particular issue

Group polarization - a group is more likely to move toward a more extreme position than members might have done individually

14
Q

explain non verbal communication

A

Communication expressed through actions, body language, expressions, or other forms of communication not written or oral

Nonverbal cues are sometimes more reliable than what a person states verbally

15
Q

explain listening communication

A

Without listening, communication becomes ineffective

Good listening skills tend to establish credibility and trustworthiness with employees

16
Q

explain leader-follower relationships in communication

A

Leader-follower congruence occurs when leaders and followers share the same vision, ethical expectations, and objectives for the company

Leader-exchange theory claims that leaders form unique relationships with followers through social interactions

Important for ethical leaders to frequently communicate and interact with employees

17
Q

explain feedback

A

Most companies recognize the need for organizational leaders to provide feedback to employees

Informal methods like simple conversation or through more

formal systems such as employee performance evaluations

18
Q

how can employee feedback be generated

A

Employee feedback can be generated in many different ways, including interviews, anonymous surveys, ethical audits and websites

19
Q

Leadership styles influence ethical decisions

The most effective ethical leaders possess the ability to manage themselves and their relationships with others effectively, a skill known as emotional intelligence (Daniel Goleman)

A
  1. Coercive leader: demands instantaneous obedience, good in crisis
  2. Authoritative leader: creates a strong performance climate
  3. Affiliative leader: focuses on needs, emotions, relies on trust
  4. Democratic leader: participation and teamwork
  5. Pacesetting leader: high standards, good for quick results but not long term
  6. Coaching leader: skill builder for long term

The most effective ethical leaders possess the ability to manage themselves and their relationships with others effectively, a skill known as emotional intelligence (Daniel Goleman)

20
Q

Types of Leaders

A
  1. transactional leader
  2. transformational leader
  3. authentic leader
21
Q

explain transactional leader

A

Creates employee satisfaction through negotiation for desired behaviors or levels of performance

22
Q

explain transformational leader

A

Strives to raise employee commitment and fosters trust and motivation

23
Q

explain authentic leader

A

Practices corporate values daily and forms long-term relationships with stakeholders

24
Q

what is the RADAR model

A

Describes an ethical leader’s duty to:

Recognize ethical issues

Avoid misconduct whenever possible

Discover ethical risk areas

Answer stakeholder concerns when an ethical issue comes to light

Recover from a misconduct disaster by improving upon weaknesses in the ethics program