The human voice can never reach the distance that iscovered by the still small voice of conscience. Mahatma GhandiBreakdow...
Discussion                        Outline1. Reasons for Concern   1.1 Personal and Professional Values   1.2 Four Dimensio...
Reasons for Concern1.1 Personal and Professional Valuespeace               X loyalty                    competence        ...
Reasons for Concern1.1 Personal and Professional Values My five selected values:   peace                               ...
Reasons for Concern  1.2 Four Dimensions of Leadership Participants at workshops are asked to identify people they  consi...
Reasons for ConcernSome suggested words to identify leadership role models     vision                     strategy        ...
Reasons for Concern1.2 Four Dimensions of Leadership   BEing              DOing           KNOWing            THINKing Char...
Reasons for ConcernBEin                                                   DOing                                           ...
Reasons for ConcernBEin                    If it is not   DOin                    it is not                       part of ...
Reasons for Concern1.3 The Development of the ‘Gap’                                          1. Personal Values In Persona...
Reasons for Concern1.3 The Development of the ‘Gap’                                           2. Different Value Sets at P...
Reasons for Concern1.3 The Development of the ‘Gap’                                           3. The Content of Values Per...
Reasons for Concern  1.3 The Development of the ‘Gap’  Motivational Types of Values in Terms of Their GoalsPower:         ...
Possible Reasons for Lack of                       Integrity2.1 The Size of Our Hypocritical GapsRobert E Quinn: How do yo...
Size of Our Hypocritical                            GapsBeing                                     DoingCharacter          ...
Possible Reasons for Lack of                         Integrity 2.1 The Size of Our Hypocritical Gaps 2.2 The Personal Fudg...
Possible Reasons for Lack of                         Integrity 2.1 The Size of Our Hypocritical Gaps 2.2 The Personal Fudg...
Possible Reasons for Lack of                         Integrity   Our Propensity to be Morally Intelligent (Cheat/Be       ...
Possible Reasons for Lack of                           IntegrityOur Propensity to be Morally Intelligent (Cheat/Be Dishone...
2.3 Disconnect : Lifestyle, Values and                        Behaviour               Lifestyle:lifestyle     • A lifestyl...
2.3 Disconnect : Lifestyle, Values andValues:                     Behaviour• A personal or cultural value is an absolute o...
2.3 Disconnect : Lifestyle, Values and                      Behaviour          Behaviour:behaviou • manner of behaving or ...
2.3 Disconnect : Lifestyle, Values and                        Behaviourlifestyle                                        No...
2.3 Disconnect : Lifestyle, Values and                            Behaviour      Value-Effects Model:         lifestyle   ...
2.3 Disconnect : Lifestyle, Values and                       Behaviourlifestyle                                  Lifestyle...
2.3 Disconnect : Lifestyle, Values and                      Behaviour    Additive-Effects Model:              lifestyle   ...
2.3 Disconnect : Lifestyle, Values and                       Behaviour                                Indirect-Effects Mod...
3. Toward Values-Based                           Leadership     Total-Effects Model:                            lifestylea...
3. Toward Values-Based                             LeadershipMyth 1:Leave your personality, your values at the door. This ...
3. Toward Values-Based                             LeadershipMyth 2:Once values are set, that’s it, and it’s clear how tha...
3. Toward Values-Based                         Leadership                      Moral Intelligence Moral        alignment  ...
QuestionsCommentsSuggestion     sReflectionsProf Basil C Leonard+27 83 4545 621basil.leonard@ucb.ac.za
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Basil Leonard - Breakdown in Leadership Integrity

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Transcript of "Basil Leonard - Breakdown in Leadership Integrity"

  1. 1. The human voice can never reach the distance that iscovered by the still small voice of conscience. Mahatma GhandiBreakdown in Leadership Integrity:Observed Public Behaviour Contradicting EspousedPersonal ValuesProf Basil C LeonardHead: Centre for Leadership Studies
  2. 2. Discussion Outline1. Reasons for Concern 1.1 Personal and Professional Values 1.2 Four Dimensions of Leadership 1.3 The Development of the ‘Gap’2. Possible Reasons for Lack of Integrity 2.1 The Size of Our Hypocritical Gaps 2.2 The Personal Fudge Factor 2.3 The Disconnect Between Values, Behaviour and Lifestyle3. Toward Values-Based Leadership Reasons for Concern Prof Basil C Leonard – Head: Centre of Leadership Studies - University of
  3. 3. Reasons for Concern1.1 Personal and Professional Valuespeace X loyalty competence Xaccountabilit travel X privacyyespectr X natur adventuresecurity e power friendshipswealth honesty family Xhealt competition long lifehreputation exciteme expertiserecogniti nt independenc acceptanceonfreedom e integrity X knowledge Xhappiness X leadership X creativityspirituality pleasure decisivenessaffection X bonding inner harmonyProf Basil C Leonard – Head: Centre of Leadership Studies - University of
  4. 4. Reasons for Concern1.1 Personal and Professional Values My five selected values:  peace    integrity leadership  competence family 1 integrity 2 family 3 competenc eThe values we live by are worth more when we pass them on.... Values are acquired, dogma and doctrine are imposed Sugata Mitra Prof Basil C Leonard – Head: Centre of Leadership Studies - University of
  5. 5. Reasons for Concern 1.2 Four Dimensions of Leadership Participants at workshops are asked to identify people they consider as leadership role models. This question is followed up by asking them what it is about these leadership role models that make them stand out The identifying words listed are usually the following… Prof Basil C Leonard – Head: Centre of Leadership Studies - University of
  6. 6. Reasons for ConcernSome suggested words to identify leadership role models vision strategy communication integrity passion equality motivation growth transformation influence role models relationships character values principles trust servant beliefscompassionate confident empowering fairness accountability empathy assertive inspiring pride Prof Basil C Leonard – Head: Centre of Leadership Studies - University of
  7. 7. Reasons for Concern1.2 Four Dimensions of Leadership BEing DOing KNOWing THINKing Character Behaviour Competenc Reflective eProf Basil C Leonard – Head: Centre of Leadership Studies - University of
  8. 8. Reasons for ConcernBEin DOing g 90 7KNOWin THINKing 2 g 1Prof Basil C Leonard – Head: Centre of Leadership Studies - University of
  9. 9. Reasons for ConcernBEin If it is not DOin it is not part of your sustainableg BEing g in your DOing When judged by others, we will not be judged by what we say was in our BEing, but rather by what people observe in our DOing (behaviour).KNOWin THINKin ggProf Basil C Leonard – Head: Centre of Leadership Studies - University of
  10. 10. Reasons for Concern1.3 The Development of the ‘Gap’ 1. Personal Values In Personally Gap The Conflict with Company Espoused Values Values. Publically (Somebody working for a cigarette company and Observed struggling with issues Behaviour regarding the impact of cigarettes on people’s health)Prof Basil C Leonard – Head: Centre of Leadership Studies - University of
  11. 11. Reasons for Concern1.3 The Development of the ‘Gap’ 2. Different Value Sets at Personally Gap The Home from that At Work Espoused Values When we start behaving Publically differently at work from home, it is neither good Observed for the employee or the Behaviour employer.Prof Basil C Leonard – Head: Centre of Leadership Studies - University of
  12. 12. Reasons for Concern1.3 The Development of the ‘Gap’ 3. The Content of Values Personally Gap The in the form of Conscious Espoused Values Goals. Publically Schwartz identified three universal requirements of Observed human existence: 1 Behaviour biological needs, 2 requisites of coordinated social interaction and 3 demands of group survival and functioning.Prof Basil C Leonard – Head: Centre of Leadership Studies - University of
  13. 13. Reasons for Concern 1.3 The Development of the ‘Gap’ Motivational Types of Values in Terms of Their GoalsPower: Social status, power, authority, wealthAchievement: Successful, capable, ambitious,influentialHedonism: Pleasure, enjoying lifeStimulation: Daring, a varied life, an excitinglifeSelf-Direction: Creativity, freedom, independent,curiousUniversalism: broadminded, wisdom, socialjustice, equalityBenevolence: helpful, honest, forgiving, loyal,responsible Prof Basil C Leonard – Head: Centre of Leadership Studies - University of
  14. 14. Possible Reasons for Lack of Integrity2.1 The Size of Our Hypocritical GapsRobert E Quinn: How do you build integrity? Start with where it is lacking• Integrity: Integrity is a concept of consistency of actions, values, methods, measures, principles, expectations, and outcomes. One may judge that others "have integrity" to the extent that they act according to the values, beliefs and principles they claim to hold. Recognising that we are all hypocrites and moving toward closing our hypocritical gaps (Robert E Quinn) Prof Basil C Leonard – Head: Centre of Leadership Studies - University of
  15. 15. Size of Our Hypocritical GapsBeing DoingCharacter BehaviourKNOWing THINKingCompetence ReflectionProf Basil C Leonard – Head: Centre of Leadership Studies - University of
  16. 16. Possible Reasons for Lack of Integrity 2.1 The Size of Our Hypocritical Gaps 2.2 The Personal Fudge Factor - Dan ArielyForces Operating Within Our Moral Intelligence Construct Force 1: Wanting to feel good about ourselves. Force 2: To cheat or be dishonest just a little bit and still feel good about ourselves. Must not change our impression of ourselves. Prof Basil C Leonard – Head: Centre of Leadership Studies - University of
  17. 17. Possible Reasons for Lack of Integrity 2.1 The Size of Our Hypocritical Gaps 2.2 The Personal Fudge Factor - Dan ArielyImpact of Moral Intelligence on Decision Making:A Simple Cost-Benefit Analysis What is the probability of being caught? How much do I stand to gain from cheating/being dishonest? What is the magnitude of the punishment should I get caught? Prof Basil C Leonard – Head: Centre of Leadership Studies - University of
  18. 18. Possible Reasons for Lack of Integrity Our Propensity to be Morally Intelligent (Cheat/Be Dishonest) Decreasing the MQ Increasing the MQ Propensity PropensityWhen people are ‘removed’ When people’s moral from actual cash in their consciousness is raised thinkingCharacter is formed, not by laws, commands, and decrees but by quiet influence, unconscious suggestions and personal guidance. Marion L BurtonLive so that when your children think of fairness and integrity, they think of you. Prof Basil C Leonard – Head: Centre of Leadership Studies - University of
  19. 19. Possible Reasons for Lack of IntegrityOur Propensity to be Morally Intelligent (Cheat/Be Dishonest)Using company’s facilities to copy child’s assignment Not declaring all income for tax purposesNot speaking up when aware of unfair practices at work Disconnect Between Lifestyle, Values, Behaviour Prof Basil C Leonard – Head: Centre of Leadership Studies - University of
  20. 20. 2.3 Disconnect : Lifestyle, Values and Behaviour Lifestyle:lifestyle • A lifestyle typically reflects an individuals attitudes, values or world view. • A lifestyle is a means of forging a sense of self and to create cultural symbols that resonate with personal identity. Prof Basil C Leonard – Head: Centre of Leadership Studies - University of
  21. 21. 2.3 Disconnect : Lifestyle, Values andValues: Behaviour• A personal or cultural value is an absolute or values relative ethical value, the assumption of which can be the basis for ethical action.• A value system is a set of consistent values and measures.• A principle value is a foundation upon which other values and measures of integrity are based Prof Basil C Leonard – Head: Centre of Leadership Studies - University of
  22. 22. 2.3 Disconnect : Lifestyle, Values and Behaviour Behaviour:behaviou • manner of behaving or conducting oneself r behaving with careful good manners • the aggregate of all the responses made by an organism in any situation • the action, reaction, or functioning of a system, under normal or specified circumstances Prof Basil C Leonard – Head: Centre of Leadership Studies - University of
  23. 23. 2.3 Disconnect : Lifestyle, Values and Behaviourlifestyle No-Effects Model: assumes that values and lifestyle are behaviou independent, and that neither r affects behaviour at allvalues Scenario 1 Brunso, Scholderer and Grunert:Closing the gap between values and behaviour – a means-end theory of lifestyle. Prof Basil C Leonard – Head: Centre of Leadership Studies - University of
  24. 24. 2.3 Disconnect : Lifestyle, Values and Behaviour Value-Effects Model: lifestyle assumes that values andlifestyle are independent, that behaviou values influence behaviour r directly, but lifestyle does not values influence behaviour at all Scenario 2 Brunso, Scholderer and Grunert: Closing the gap between values and behaviour – a means-end theory of lifestyle. Prof Basil C Leonard – Head: Centre of Leadership Studies - University of
  25. 25. 2.3 Disconnect : Lifestyle, Values and Behaviourlifestyle Lifestyle-Effects Model: assumes that values and behaviou lifestyle are independent, and r that lifestyle influences values behaviour directly, but values Scenario 3 do not influence behaviour at all Brunso, Scholderer and Grunert:Closing the gap between values and behaviour – a means-end theory of lifestyle.Prof Basil C Leonard – Head: Centre of Leadership Studies - University of
  26. 26. 2.3 Disconnect : Lifestyle, Values and Behaviour Additive-Effects Model: lifestyle assumes that values andlifestyle are independent, and behaviouthat both influence behaviour r directly; values Scenario 4 Brunso, Scholderer and Grunert: Closing the gap between values and behaviour – a means-end theory of lifestyle. Prof Basil C Leonard – Head: Centre of Leadership Studies - University of
  27. 27. 2.3 Disconnect : Lifestyle, Values and Behaviour Indirect-Effects Model: lifestyle assumes that values influence lifestyle, and lifestyle influences behaviour, but that there is no direct effect ofvalues behaviou values on behaviour (strict r mediation); Scenario 5 Brunso, Scholderer and Grunert:Closing the gap between values and behaviour – a means-end theory of lifestyle.Prof Basil C Leonard – Head: Centre of Leadership Studies - University of
  28. 28. 3. Toward Values-Based Leadership Total-Effects Model: lifestyleassumes that values influence lifestyle, and lifestyleinfluences behaviour, but thatthere are also direct effects of values behaviou values on behaviour (partial r mediation). Scenario 6 Brunso, Scholderer and Grunert: Closing the gap between values and behaviour – a means-end theory of lifestyle. Prof Basil C Leonard – Head: Centre of Leadership Studies - University of
  29. 29. 3. Toward Values-Based LeadershipMyth 1:Leave your personality, your values at the door. This is business.Truth 1:Bring all of you to work – it’s your values that produce uniquevalueMark S Albion – Turning Values Into Value Prof Basil C Leonard – Head: Centre of Leadership Studies - University of
  30. 30. 3. Toward Values-Based LeadershipMyth 2:Once values are set, that’s it, and it’s clear how that leads tovalue.Truth 2:Values don’t change but they do evolve.Mark S Albion – Turning Values Into Value Prof Basil C Leonard – Head: Centre of Leadership Studies - University of
  31. 31. 3. Toward Values-Based Leadership Moral Intelligence Moral alignment alignment Goals BehaviourCompassPrinciples Purpose Thoughts misalignmen misalignme Values t Goals nt Emotions Beliefs Wants Actions destructive Morally Intelligent Leader moral emotions virusesProf Basil C Leonard – Head: Centre of Leadership Studies - University of
  32. 32. QuestionsCommentsSuggestion sReflectionsProf Basil C Leonard+27 83 4545 621basil.leonard@ucb.ac.za

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