Introduction
We live in a world where differences stand out and are often celebrated. This can lead to success on an individual level, but within an organization, finding common ground can lead to structural cohesion. Cooperation within an organization has been noted as a key component as numerous scholars have mentioned that a sense of community is important to organizational success. It is important to set a parameter of what community is. Kouzes and Posner (2003) observed that “creating a community requires promoting shared values and developing an appreciation for the value of working together an caring about one another” (p. 92). These shared values allow an organization to operate within the same policies. This group dynamic has allowed organizations to thrive towards a shared goal. Johnson (2007) provided examples of rival groups working together for the greater good of the organization and further noted how cooperation is paramount within an organization’s foundation. While working with a group can be beneficial, scholars have also noted the disadvantages as well. Christensen and Kohls (2003) denoted the importance of community in times of organizational crisis. Johnson (2005) distinguished the advantages that group decision making has over lone decision making. The scholar further noted how leaders must create safeguards to avoid the group trappings such as group think and false agreement. Cha and Edmondson (2006) noted the potential for disenchantment within a shared-values organization. While these scholars noted the importance of inclusion, other scholars have set about determining how to create that sense of community. Kouzes and Posner (2003) observed how to create a sense of community by promoting shared values and...
... middle of paper ...
... & Edmondson, A. C. (2006). When values backfire: Leadership, attribution, and disenchantment in a values-driven organization. Leadership Quarterly, 17, 57-78.
Christensen, S. L., & Kohls, J. (2003). Ethical decision making in times of organizational crisis: A framework for analysis. Business & Society, 42(3), 328-358.
Johnson, C. E. (2007). Ethics in the workplace: Tools and tactics for organizational transformation. Thousand Oaks, CA: SAGE Publications. Chapter 6.
Johnson, C. E. (2005). Meeting the ethical challenges of leadership (2nd ed.). Thousand Oaks, CA: SAGE Publications. Chapter 8.
Kouzes, J. M., & Posner, B. Z. (2003) Credibility: How leaders gain and lose it, why people demand it. San Francisco, CA: Jossey-Bass.
Spitzer, R. J. (2000). The spirit of leadership: Optimizing creativity and change in organizations. Provo, UT: Executive Excellence Publication.
Kouzes, James M., and Barry Z. Posner. Credibility: How Leaders Gain and Lose It, Why People
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
Pfeiffer, R., & Forsberg, R. (2005). Ethics on the job: cases and strategies (3rd ed.). Belmont, CA: Thomson/Wadsworth.
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.
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.
Trevino, L. K., & Nelson, K. A. (2011). Managing business ethics: Straight talk about how to do it right. New York: John Wiley.
Credibility is not just another term that is defined, but it is a term shown through actions. The act of believability, trustworthiness, reliability and responsibility, are key components of credibleness (Kouzes & Posner, 2012). We recognized great leaders when “their actions aligned with their words” (Kouzes & Posner, 2012, p.37). The importance of knowledge, expertise and competency, are abilities that contribute to credibility (Kouzes & Posner, 2012).
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,
Dwyer, E. J. (1994). Seven paradoxes of leadership. The Journal for Quality and Participation, 17(2), 46. Retrieved from http://search.proquest.com/docview/219165028?accountid=38569
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.
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. .
Everyone in this world has experienced an ethical dilemma in different situations and this may arise between one or more individuals. Ethical dilemma is a situation where people have to make complex decisions and are influenced based on personal interests, social environment or norms, and religious beliefs (“Strategic Leadership”, n.d.). Leaders and managers in the company should set guidelines to ensure employees are aware and have a better chance to solve and make ethical decisions. Employees are also responsible for understanding their ethical obligations in order to maintain a positive work environment. The purpose of this case study is to identify the dilemma and analyze different decisions to find ways on how a person should act ethically when left with an ethical dilemma.