Successfully reported this slideshow.
We use your LinkedIn profile and activity data to personalize ads and to show you more relevant ads. You can change your ad preferences anytime.

Ila ottawa 2019 dayo sowunmi - defining ethical baseline share

17 views

Published on

Dayo Sowunmi's slidedeck: Defining and Ethical Baseline. International Leadership Association (ILA) 21st Annual Global Conference. Ottawa, Canada. October 2019

Published in: Leadership & Management
  • Be the first to comment

  • Be the first to like this

Ila ottawa 2019 dayo sowunmi - defining ethical baseline share

  1. 1. ILA 21st Global Conference Leadership: Courage Required Ottawa, Canada 24-27 October 2019 #ILA2019OTTAWA Dayo Sowunmi II (GAICD) dayo@anode.com.au Defining an Ethical Baseline For Courageous Leadership
  2. 2. The Why? Governance, Culture & Accountability From 2017, the Australian Royal Commission/Inquiry into the conduct of Financial Services companies… …highlighted the need to improve on:
  3. 3. Overview Intro/The Why? Literature Review Novelty Introduced By Proposed Model Ethical Baseline Models (From The Field) Next Steps…
  4. 4. In The Literature… • Corporate culture & values: o Lewin, Lippitt and White, 1939 o Rest, 1979 o Badovick & Beatty, 1987 o Jurkiewicz & Giacalone, 2004 o Hofstede, Neuijen, Ohayv & Sanders, 1990 • Corporate values: Accountability, Effectiveness, Honesty, Impartiality, Incorruptibility, Lawfulness, Profitability, Reliability, and Transparency (Van der Wal, De Graaf & Lasthuizen, 2008) • Poor corporate governance and control mechanisms, and lack of sound ethical tone by people in leadership are significant contributors to corporate scandals and eventual collapse (Soltani, 2014)
  5. 5. In The Literature… • Issue-contingent model, based on moral intensity, “a construct that captures the extent of issue-related moral imperative in a situation.” (Jones, 1991) • It is multidimensional, characteristics of the moral issue include magnitude of consequences, social consensus, probability of effect, temporal immediacy, proximity, and concentration of effect.” (Jones, 1991) • “Higher collective moral sensitivity (stronger norms of moral sensitivity at the social-system-level) will be positively related to ethical behavior and negatively related to unethical behavior.” (Arnaud, 2006)
  6. 6. In The Literature… • Individuals perform four psychological processes prior to engaging in ethical decision-making acts: • moral judgment • moral motivation • moral character • moral sensitivity - where decision-maker is aware of attendant ethical dilemma, and how their decisions affect others (i.e., empathy) (Rest, 1986) • The empathy dimension is central to the proposed model • Extending the person-situation interactionist model, “moral action takes place in social context and can be influenced heavily by situational variables” (Trevino, 1986)
  7. 7. In The Literature… • “People tend to become much more concerned about moral issues that affect those who are close to them rather than those with whom they have little or no contact” (Jones, 1991) • The proposed ethical baseline model offers a visual way of highlighting such conscious or unconscious biases held by the decision-maker • Designed to foster objectivity, transparency, consistency, and courage during crises
  8. 8. Four Key Components Ethical Scenario Planning (pre-crisis) Level of Negative Impact (of ethical decision) Impacted Parties (of ethical decision) Strategic vs Operational Level (abstraction) Novelty introduced by Ethical Baseline Model: www.LeadershipisMental.com
  9. 9. Ethical Baseline Model Yes Maybe No Actions you would do Actions you would not do Actions you might do © Dayo Sowunmi 2019 www.LeadershipisMental.com
  10. 10. Autocratic Leader/Narcissist Yes No © Dayo Sowunmi 2019 www.LeadershipisMental.com
  11. 11. Ethical Baseline Model (#1) Senior Technical Manager (Fin Services) R R R R R R R R R R R R R R R A A A A A G G G G G www.LeadershipisMental.com
  12. 12. Ethical Baseline Model (#2) Team Assistant (Fin Services) r r r r r r r r r r g g a a r g g g g r g g g g a www.LeadershipisMental.com
  13. 13. Ethical Baseline Model (#3) Mid-Level Manager (Finance Dept) R R R R R A R R R R a A R R R G A A A R G G G G r www.LeadershipisMental.com
  14. 14. Ethical Baseline Model (#4) R R R R R R R R R R R R R R R A A A A G A A A G G Senior Technical Manager (Insurance) www.LeadershipisMental.com
  15. 15. Ethical Baseline Model (#5) Exec & NED (Not-For-Profit) r r r r r r r r r r a r r r r g a a a a g g g g g www.LeadershipisMental.com
  16. 16. Ethical Baseline Models r r r r r r r r r r a r r r r g a a a a g g g g g Exec & NED (Not-For-Profit) r r r r r r r r r r g g a a r g g g g r g g g g a R R R R R R R R R R R R R R R A A A A G A A A G G R R R R R A R R R R a A R R R G A A A R G G G G r R R R R R R R R R R R R R R R A A A A A G G G G G Team Assistant (Fin Services) Senior Technical Mgr (Insurance) Mid-Level Mgr (Finance Dept) Senior Technical Mgr (Fin Services) www.LeadershipisMental.com
  17. 17. Ethical Baseline Models (Comparisons) www.LeadershipisMental.com Yes No Maybe
  18. 18. Ethical Baseline Models (Comparisons) www.LeadershipisMental.com For further comparisons, deep dive into the Model’s 25 boxes. Example showing shift when Negative Impact increased from Negligible to Low.
  19. 19. Next Steps Produce models for decision-making groups (e.g., board of directors, college senate etc) Explore and Exploit AI to guide future decision-making activities Simulation Modelling/VR www.LeadershipisMental.com
  20. 20. ILA 21st Global Conference Leadership: Courage Required Ottawa, Canada 24-27 October 2019 #ILA2019OTTAWA Dayo Sowunmi II (GAICD) dayo@anode.com.au Defining an Ethical Baseline For Courageous Leadership
  21. 21. References Arnaud, A. (2006). A new theory and measure of ethical work climate: The psychological process model (PPM) and the ethical climate index (ECI). Retrieved from http://commons.erau.edu/db-management/11 Badovick, G.J., and Beatty, S.E. (1987). Shared organizational values: Measurement and impact upon strategic marketing implementation. Journal of the Academy of Marketing Science, 15(1), 19-26. Eisenberg, N. (2000). Emotion, regulation, and moral development. Annual Review of Psychology, 51, 665-697. Hofstede, G., Neuijen, B., Ohayv, D.D., and Sanders, G. (1990). Measuring organizational cultures: A qualitative and quantitative study across twenty cases. Administrative Science Quarterly, 35, 286-316. Jones, T.M. (1991). Decision making by individuals in organizations: An issue-contingent model. The Academy of Management Review, 16(2), 366-395. Jurkiewicz, C.L., and Giacalone, R.A., (2004). A values framework for measuring the impact of workplace spirituality on organizational performance. Journal of Business Ethics, 49, 129-142. Lewin, K., Lippitt, R., and White, R.K. (1939). Patterns of aggressive behavior in experimentally created social climates. Journal of Social Psychology, 10, 271-301. www.LeadershipisMental.com
  22. 22. References Rest, J. R. (1979). Development in judging moral issues. Minneapolis: University of Minnesota Press. Rest, J. R. (1986). Moral Development, advances in research and theory. New York: Praeger. Soltani, B. (2014). The anatomy of corporate fraud: A comparative analysis of high profile American and European corporate scandals. Journal of Business Ethics, 120(2), 251-274. Trevino, L.K., (1986). Ethical decision making in organizations: A person-situation interactionist model. The Academy of Management Review, 11(3), 601-617. Van Der Wal, Z., De Graaf, G. & Lasthuizen, K. (2008). What’s valued most? Similarities and differences between the organizational values of the public and private sector. Public Administration, 86(2), 465–482. www.LeadershipisMental.com

×