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Ethical Leadership in Organizations
Analysis of ethics in leadership
Analysis of ethics in leadership
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Recommended: Ethical Leadership in Organizations
The problem to be investigated is empirical data that suggested when a leader’s action is observed to be ethical; leaders are inclined to be more ethical. In essence, positive-reinforcement of any type of behavior will drive the continuation of that behavior whether it is good or bad, especially when it comes to leadership. Caldwell and Clapham (2003) wrote that trustworthiness is the keystone in the development of trust. My hypothesis is that the empirical data is correct and that leadership’s behavior (good or bad) can affect an organization especially when the behavior is positively reinforced. This paper examined various topics covered in Caldwell, Hayes, and Long’s (2010) article on Leadership, Trustworthiness, and Ethical Stewardship.
Leadership was the first topic, which was covered in Caldwell, Hayes, and Long’s (2010) article. A relationship with customers and leadership is paramount. Customers have unwritten requirements called expectations, which need to be met by the leadership of a business. It is up to the leadership of a business to ensure that when satisfying these unwritten requirements, that they are fulfilled in a clear and ethical way. Caldwell, Hayes, and Long (2010) found that within the model of leadership three major subsets exist. The three subsets found were relationship building, resource optimizations, and image consulting.
Relationship building was described as using emotional intelligence in conjunction with holding leadership & employees accountable & responsible for having ethics as a core tenet. Caldwell et al. (2010) cited Maslyn and Uhl-Bin’s (2001) article on Leader-Member Exchange and Its Dimensions: Effects of Self-Effort and Other’s Effort on Relationship Quality which found that...
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...l of Business Ethics, 97(4), 543-561. doi:10.1007/s10551-010-0524-z
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Mitchell, C., & Schaeffer, P., & Nelson, K. (2005). Rewarding ethical behavior. Workplan, 48(7), 36-39. Retrieved from http://www.tsphr.com/pdfs/rewarding_ethic_behavior.pdf
Trevino, L., Brown, M., & Wall, S. (2004). Managing to be ethical: Debunking five business ethics myths and executive commentary. The Academy of Management Executive, 18(2), 69-83. Retrieved from http://www.jstor.org/stable/4166063
Selvarajan, R., & Cloninger, P. (2009). The influence of job performance outcomes on ethical assessments. Emerald Personnel Review, 38(4), 398-412. doi:10.1108/00483480910956346
It's difficult not to be cynical about how “big business” treats the subject of ethics in today's world. In many corporations, where the only important value is the bottom line, most executives merely give lip service to living and operating their corporations ethically.
Ferrell, O. C., Fraedrich, J., & Ferrell, L. (2011). Business ethics: Ethical decision making and cases: 2011 custom edition (8th ed.). Mason, OH: South-Western Cengage Learning.
Trevino, L. K., & Nelson, K. A. (2011). Managing business ethics: Straight talk about how to do it right. New York: John Wiley.
Trevino, L., & Nelson, K. (2011). Managing business ethics - straight talk about how to
Up until this point, much of the focus has been centered on defining effective leadership from characteristics and traits that have been identified through research and behavioral science, but what do the followers have to say about the leader’s characteristics and traits? Furthermore, what makes someone want to follow a leader? Thus, there are five specific traits or characteristics a leader must display before being followed, and the first characteristic or trait is honesty (Shead, 2016). While people desire to follow an honest leader, honesty is the key trait that allows the leader to influence others besides power; however, leaders have very few opportunities to demonstrate honesty, especially in large organizations (Shead, 2016). Therefore,
[3] Mike Schminke, Maureen Ambrose, and Donald Neubaum (2005), “The Effect of Leader Moral Development on Ethical Climate and Employee Attitudes,” Organizational Behavior and Human Decision Processes, 97, 2: 135-151.
Gallagher, S. A. 2005. Strategic response to Friedman’s critique of business ethics. Journal of Business Strategy, 26(6), 55-60.
Seawell, Buie 2010, ‘The Content and Practice of Business Ethics’, Good Business, pp. 2-18, viewed 22 October 2013, .
Ferrell, O. C., Fraedrich, J., & Ferrell, L. (2013). Business ethics: Ethical decision making and cases: 2011 custom edition (9th ed.). Mason, OH: South-Western Cengage Learning.
Norman, W., & MacDonald, C. (2004). Getting to the bottom of the "triple bottom line". Business Ethics Quarterly, 14(2), 243-262. http://dx.doi.org/10.5840/beq200414211
With so many constant changes today with different generations, legal and political circumstances and ever-changing and improving technology sources, organizations have new and recurring issues arising every single day. The reasons for these issues vary widely and develop because of so many different situations. The outcome of the situation depends on many factors including the issue at hand, the management style and the ethics of the organization to simply name a few. These outcomes can certainly make or break an organization if not handled appropriately. The issue I have found to be the most significant is leadership. Within leadership, there is the opportunity for many issues in itself.
Organizations are constantly tested with various moral and ethical problems and dilemmas. Organizational leaders are the key to establishing an ethical climate in the workplace. By understanding and improving their own moral reasoning, and the biases that affect moral judgment, they enable themselves to make better decisions. This has a catalytic effect that positively increases organizational climate, ultimately improving all organizational behavior.
Treviño, L. K., & Nelson, K. A. (2007). Managing business ethics: Straight talk about how to do it right Fourth ed., Retrieved on July 30, 2010 from www.ecampus.phoenix.edu
Shaw, W. H., & Barry, V. (2011). Moral Issues in Business (Eleventh ed., pp. 230-244).