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Ethical leadership – c206 task 1
Wgu c206, ethical leadership task two
Wgu c206, ethical leadership task two
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Recommended: Ethical leadership – c206 task 1
Introduction: Having been chosen as a new leader in our organization, you have already demonstrated your abilities and expertise to guide and enhance the successful outcomes of a business. Leadership behavior is not only based on knowledge and expertise, it is an expectation that leaders understand the vision and core values that guide moral and ethical leadership at all times. Although morals and ethics are synonymous for the most part, the terms are distinguishable. Simply put, ethics is determinant of acceptable guidelines for behavior of a group or organization while morals exude individual beliefs of right and wrong derived from personal values (DuBrin, 2010).
Guiding Leadership Principles – As a manager, it is customary that you will make decisions on a regular basis. With guidance of this handbook, your own personal value system coupled with the core values of the company, there should be little question of right or wrong. There is no right way to do the wrong thing! The purpose of this handbook is to simplify ethical and moral leadership by offering guiding principles for you to live by. This handbook cannot address every situation that may be encountered; however it creates an outline to operate under solid business ethics and basic principles surrounding the sound use of good judgment, personal integrity and honesty, which guides our daily work activities.
The reputation of this company was built on high, ethical standards which exemplifies the cultural core values of the company. These values are put into practice by influencing ethical and moral decisions that are made. This legacy of trust extends to reinforce the shared values of all employees throughout the organization. Ethical leadership is the key ...
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...loyees at all levels. Long-term organizational viability and sustainability is all but guaranteed if our organization remains reputationally sound through values and ideals. With the tools for success clearly outlined, we look forward to your input and commitment to ethical and moral leadership.
References
DuBrin, A. J. (2010). Leadership: Research finding, practice, and skills (6th ed.). Mason, OH: South-Western, Cengage Learning. ISBN-13: 9780547143965.
Ferrell, O. C., Fraedrick, J., & Ferrell, L. (2009). Business ethics: Ethical decision making and cases. Boston, MA: South-Western/Cengage Learning. ISBN-13: 9781439042816.
Josephson, M. (2012, January 30). Can corporate eithic programs do any good? Retrieved May 18, 2014, from Business ethics & leadership: http://josephsoninstitute.org/business/blog/2012/01/can-corporate-ethics-programs-do-any-good/
Leaders who treat their employees with fairness, honesty, and provide frequent, accurate information are seen as more effective. According to Robbins and Judge (2014), “trust is a primary attribute associated with leadership and followers who trust a leader are confident their rights and interest will not be abused” (p.193). The old General Motor Corporation had eleven different CEO’s from 1923 until 2009 each with their own unique leadership style, which directed employees toward the organization goals. Unfortunately, many of the top level managers under the CEO’s had the tendency of filtering out information that did not match up with their pre-conceived notions about a particular issue and they lacked upward communication. One consumer goal of General Motors was to build trust in the company so people would be repeat customers, but building trust between employees and establishing an ethical culture was not a top priority of the organization. Goal directed leadership alone is important, but differs from a structure of leadership based on ethics. It is important to note, that effective leadership may not be the same as leadership founded on ethical principles. Business competence must exist, along with personal leadership accountability in ethical decisions. Within the General Motors organization, ethics and leadership did not interconnect; there were misalignment between the
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.
The Johnson & Johnson Corporation have withstood various problems that would have crippled other firms which can only be accounted with the cohesiveness of the corporation members and the internal structure of the corporation. Despite the corporation’s problems over the years their statement of values is an integral part of their corporation culture and how the firm continues to conduct business. “For us, the credo is our expression of managing the multiple bottom lines of products, people, planet and profits” Larsen (as cited by Hartman et al., 2014, p. 165).
To apply this system of moral values effectively, one must understand the structural levels at which ethical dilemmas occur, who is involved in the dilemmas, and how a particular decision will affect them. In addition, one must consider how to formulate possible courses of action. Failing in any of these three areas may lead to an ineffective decision, resulting in more pain than cure.” Ken Blanchard states, “Many leaders don’t operate ethically because they don’t understand leadership; these executives may have MBA’s from Ivey League schools or have attended leadership training; they may routinely read the best-selling management books, however, they don’t understand what it means to be a leader.” They don’t model a way of ethical behaviors.
The study indicated that the influences processes employed by transformational and transactional leaders may be driven by different ethical values that also appear to indirectly impact follower attitudes toward corporate social responsibility. Transformational leadership was strongly associated with leader deontological values, suggesting that such leaders’ strong beliefs in altruism, universal rights, and principles lay the groundwork for enacting the key motivational and inspirational behaviors that drive leadership outcomes in organizations. Transformational leaders’ ability to demonstrate idealized attributes and behaviors, inspirational motivation, intellectual stimulation, and individualized consideration behaviors rest on a strong deontological ethical foundation. A leader’s beliefs in selflessness, treating followers, and teammates as ends and viewing leadership practices as having ethical implication regardless of their consequences in any organization. These views facilitate an authentic demonstration of transformational behaviors in the stakeholder view of corporate social responsibility. Leader teleological ethics was found to predict active transactional leadership behavior, indicating that a leader’s belief in reciprocity norms, the maximization of mutual interests, and judging the ethical content of leadership acts according to their consequences were key to facilitating contingent reward and active performance monitoring
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.
Currently, leadership is generally understood as a person with insight and wisdom of guidance, which expected to be efficient in management responsibilities like planning organizing, and monitoring performance (Kandola, 2004, p. 144). In addition, making ethical decision is important to individuals who value and take seriously institutional...
Every individual has certain values and ethics that he/she stands by. Values give us a sense of what is important while ethics gives us a sense of what is right and wrong. Together, these qualities help guide us through our everyday life: what actions to take and what decision to make. Sticking to ethical standards allows you to stay clear of trouble; therefore, strengthening people’s trust in you. In return, this leads to gaining people’s respect and cooperation, which may result in leadership responsibilities. Therefore, we believe that personal values and ethics will affect a person’s career success. However, there are times where individuals will make unethical choices--some situations might question your resolve. This can be caused by
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
Northouse, P. (2010). Leadership: Theory and practice (5th ed.). Thousand Oaks, CA: Sage Publications, Inc.
Introduction People always talk about how important it is for companies to have a good leader, someone who not only keeps the blue numbers, but also achieves a loyalty from customers, pleasant working environment, successful business partnerships and ahead of the competition. To exercise effective leadership, the individual must meet certain parameters, which if they are carried out successfully all of them will ensure a long life to the organization. The relationship with partners should be based on trust. Do not just give employees a list of tasks, encourage their views so that their skills might be enhanced for advancement.
Ethical leadership organizational ethics and socially responsibility are inseparable (Johnson). Leadership is not a inherited gift or family heritage; it is not a degree from an ivy league graduate school. Becoming a leader is an intentional process of growth that must be lived out experientially (Mullane). Ethical leaders demonstrate three distinctive characteristics, knowledge, action and character. Leaders have to have the ability to say “yes” or even “no” to a never ending series of challenges. A leader needs to be able to define their values, character and leadership style. When accepting the role of leadership you become encumbered by ethical issues and concerns. .
Lussier, R.N. & Achua, C.F. (2010). Leadership: Theory, application, skill development (5th ed.). Mason, OH: South-Western.
Strong moral character is an irreplaceable quality of an effective leader. How can you expect your subordinates to adhere to the standards when you do not follow them yourself? The moral image you portray will become the standard code of conduct for your employees to fol...