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ETHICAL LEADERSHIP 
AMBASSADOR TRAININGTM 
www.ethical-leaders.com 
www.ethical-leaders.com 
Youssef Gaboune B.Eng., M.Sc....
Program 
Indications 
Ethical Leadership Challenges (30mins) 
1- Definitions (10mins) 
2- Ethical Leaders’ 4 Practices (20...
The Project’s Story 
L.K. TREVINO, PhD 
H. MINTZBERG,PhD
Why is Ethical Leadership relevant now? 
ETHICAL 
LEADERS 
www.ethical-leaders.com 
MOST 
WANTED 
In times of 
CRISIS
Why is Ethical Leadership relevant now? 
VIDEO 
University of Notre-Dame’s 
Ethical Leadership Program 
www.youtube.com/wa...
UNETHICAL BEHAVIOR 
HARMS SALES 
In a 2003 survey by Wirthlin Worldwide 
80% 
of people said they 
DECIDE TO BUY 
a firm’s...
UNETHICAL BEHAVIOR 
WORSENS EMPLOYEE FRAUD 
according to U.S. workers surveyed in 2002 by Ernst & Young 
20% 
Costs 
emplo...
Disloyalty reduces organizational 
performance by 25-50%
FUNDAMENTAL QUESTIONS 
ETHICAL LEADERS 
www.ethical-leaders.com 
HOW CAN WE 
1- IDENTIFY 
2- GROW 
?
How to identify Ethical Leaders? 
WATCH THEM IN 
TURBULENT TIMES
The Target Audience 
WHO 
is this training aimed at 
? 
www.ethical-leaders.com 
ETHICAL LEADERSHIP AMBASSADOR TRAININGTM
The Target Audience 
PRE-REQUISITES 
MOTIVES 
CHARACTER 
FORMATION 
INFLUENCE 
Mendonca & Kanungo, 2006 STRATEGIES
The Training’s Objectives 
Ethical Leadership Ambassadors 
should be able to better: 
1- DIAGNOSE ethically challenging si...
GLOBAL 
ORGANIZATION 
TEAM 
4 
3 
2 
1 SELF 
START
ETHICAL 
LEADERSHIP 
CHALLENGES 
CHALLENGE 
Source: The Center for Creative Leadership Handbook of Leadership 
Development...
DEFINITIONS 
WHAT IS 
ETHICAL 
LEADERSHIP 
?
DEFINITIONS 
LEADERSHIP 
The ability to 
move people 
towards goals 
(Suwaidan, T., 2000)
DEFINITIONS 
LEADERSHIP 
What’s in it 
for me?
DEFINITIONS 
What are the most wanted 
leadership qualities ?
1,5 
MILLION PEOPLE 
SURVEYED 
DEFINITIONS
DEFINITIONS 
CONTINENTS
DEFINITIONS 
QUALITIES 
People Look for in leaders
QUALITIES 
1 HONEST 
2 FORWARD-LOOKING 
3 INSPIRING 
4 COMPETENT 
5 INTELLIGENT 
DEFINITIONS
DEFINITIONS 
WHAT IS 
ETHICAL 
LEADERSHIP 
?
DEFINITIONS 
Worldwide Survey 
5 
Most widely shared 
ethical principles
DEFINITIONS 
5 UNIVERSAL PRINCIPLES 
1- Honesty 
2- Respect 
3- Responsibility 
4- Fairness 
5- Compassion
DEFINITIONS 
ETHICAL LEADERSHIP: 
To lead with the 5 
universal 
principles with 
all stakeholders
DEFINITIONS 
Common Grounds & Specs 
COMPARISON 
CRITERIA 
SOURCE OF 
KNOWLEDGE 
HIGHEST GOOD 
MOTIVE 
SANCTION 
SECULAR 
...
DEFINITIONS 
ASSESSMENT 1: 
Do your followers perceive you as an ethical leader?
DEFINITIONS 
ASSESSMENT 1: Do your followers perceive you as an ethical leader? 
Scoring Interpretation 
The PLIS measures...
DEFINITIONS 
ASSESSMENT 1: Do your followers perceive you as an ethical leader? 
Interpretation: Your score is a measure o...
BEHAVIORS 
Training Goals 
What essential behaviors must 
ethical leaders master?
GLOBAL SURVEY 
1 121 
Executives 
& Managers 
BEHAVIORS
What are the 
BEHAVIORS 
TOP 3 Processes 
for ensuring an 
Ethical Business Culture?
BEHAVIORS
What are 
BEHAVIORS 
The TOP 3 Processes 
for ensuring an 
Ethical Business Culture? 
1- Leaders support & model ethical 
...
BEHAVIORS 
What are the 
Top 5 
Most important 
Ethical Leadership 
Behaviors ?
Top 5 
Most important 
BEHAVIORS 
ethical leadership behaviors
What are 
BEHAVIORS 
The TOP 3 Processes 
that ensure an 
Ethical Business Culture? 
1- Keep Promises 
2- Encourage Open C...
BEHAVIORS 
Ethical Leaders’ 
4 
BEHAVIORS
Be 
BEHAVIORS 
TRUTHFUL & TRUSTWORTHY 
Act with 
MORAL COURAGE 
Foster 
OPEN COMMUNICATION 
ENCOURAGE ethical behavior and...
BEHAVIORS / Be Truthful & Trustworthy 
ASSESSMENT 2 
Promise Keeping 
Do you communicate your promises clearly and 
precis...
BEHAVIORS / Be Truthful & Trustworthy 
Why do 
leaders 
(or anyone) 
lie ?
BEHAVIORS / Be Truthful & Trustworthy 
1 
To boost appeal and 
likeability
BEHAVIORS / Be Truthful & Trustworthy 
2 
To avoid negative 
consequences
BEHAVIORS / Be Truthful & Trustworthy 
3 
To gain an advantage
BEHAVIORS / Be Truthful & Trustworthy 
4 
To cover up lies
Be 
BEHAVIORS 
TRUTHFUL & TRUSTWORTHY 
Act with 
MORAL COURAGE 
Foster 
OPEN COMMUNICATION 
ENCOURAGE ethical behavior and...
ASSESSMENT 3 
Moral Courage 
5- BEHAVIOR 
I risk substantial personal loss to achieve the vision. 
I take personal risks t...
BEHAVIORS / Moral Courage 
VIDEO 1 
MORAL COURAGE 
Erdogan at Davos 
http://youtu.be/OrbQsHkVQ_4
Be 
BEHAVIORS 
TRUTHFUL & TRUSTWORTHY 
Act with 
MORAL COURAGE 
Foster 
OPEN COMMUNICATION 
ENCOURAGE ethical behavior and...
ASSESSMENT 4 
Fostering Candor 
5- BEHAVIOR 
Can you be constructively candid with those 
around you? 
What conversations ...
Be 
TRUTHFUL & TRUSTWORTHY 
Act with 
MORAL COURAGE 
Foster 
OPEN COMMUNICATION 
ENCOURAGE ethical behavior and 
DISCOURAG...
BEHAVIORS / Encourage ethical behavior 
VIDEO 2 
Discipline 
No Gossip Zone 
http://youtu.be/OrbQsHkVQ_4
Be 
TRUTHFUL & TRUSTWORTHY 
Act with 
MORAL COURAGE 
Foster 
OPEN COMMUNICATION 
ENCOURAGE ethical behavior and 
DISCOURAG...
Gaboune- Al Suwaidan PRESSURES 
DRIVERS 
(GAS) 
ModelTM 
(2011) 
BEHAVIOR 
EMOTION 
COGNITION 
S 
T 
R 
E 
N 
G 
T 
H 
W 
...
Be 
BEHAVIORS 
TRUTHFUL & TRUSTWORTHY 
Act with 
MORAL COURAGE 
Foster 
OPEN COMMUNICATION 
ENCOURAGE ethical behavior and...
BEHAVIORS / Foster Open Communication 
WHATis 
an Open Consulting Circle? 
?
BEHAVIORS / Foster Open Communication 
90 minute 
Structured Discussions
BEHAVIORS / Foster Open Communication 
WHY 
Open Consulting Circles?
BEHAVIORS / Foster Open Communication 
To resolve ethical issues 
in a safe environment
BEHAVIORS / Foster Open Communication 
Safe environment : 
Practice voicing your values 
without fear of retaliation
BEHAVIORS / Foster Open Communication 
HOWcan you facilitate 
an Open Consulting Circle?
BEHAVIORS / Foster Open Communication 
5 STEPS
BEHAVIORS / Foster Open Communication 
1- IDENTIFY 
an ethical challenge 
(10 mins)
BEHAVIORS / Foster Open Communication 
2- DIAGNOSE 
the ethical challenge 
(25 mins)
BEHAVIORS / Foster Open Communication 
3- SHARE 
relevant experiences and 
possible solutions 
(20 mins)
BEHAVIORS / Foster Open Communication 
4- PRACTICE 
difficult conversations 
(20 mins)
BEHAVIORS / Foster Open Communication 
5- SYNTHESIZE 
lessons learned 
+ 
commitments 
(15 mins)
BEHAVIORS / Foster Open Communication 
5 STEPS 
(90 mins) 
1- IDENTIFY (10 mins) 
2- DIAGNOSE (25 mins) 
3- SHARE (20 mins...
BEHAVIORS / Foster Open Communication 
5 STEPS 
(90 mins) 
1- IDENTIFY (10 mins) 
2- DIAGNOSE (25 mins) 
3- SHARE (20 mins...
BEHAVIORS / Foster Open Communication 
How can we categorize 
ethical leadership 
challenges 
?
BEHAVIORS / Foster Open Communication 
CHALLENGES 
in leading a team project 
1 2 3 4 
TEAM 
BUILDING 
TASK 
DELEGATION 
F...
BEHAVIORS / Foster Open Communication 
1- IDENTIFY (10 mins) 
Example : How do you stand public 
criticism?
BEHAVIORS / Foster Open Communication 
5 STEPS 
1- IDENTIFY (10 mins) 
2- DIAGNOSE (25 mins) 
3- SHARE (20 mins) 
4- PRACT...
What would 
drive you to 
deal ethically 
with this sharp 
criticism? 
PRESSURES 
BEHAVIOR 
EMOTION 
COGNITION 
DRIVERS 
1...
What are the 
Top 3 Drivers 
To run a business 
ethically 
? 
1- DRIVERS
Top 3 Drivers 
To lead ethically 
1- DRIVERS
Top 3 Drivers 
To lead ethically 
1- DRIVERS 
1- Protection of brand and reputation 
2-The right thing to do 
3- Customer ...
PRESSURES 
TO ACT UNETHICALLY 
PRESSURES 
BEHAVIOR 
EMOTION 
COGNITION 
DRIVERS 
Suwaidan-Gaboune ModelTM 
(2011) 
2- PRES...
What pressures 
do you think 
could push you 
to react 
unethically? 
PRESSURES 
BEHAVIOR 
EMOTION 
COGNITION 
DRIVERS 
Su...
What are the 
Top 3 Pressures 
To act unethically 
? 
2- PRESSURES
Top 3 Pressures 
To act unethically 
Survey conducted by the Human Resource Institute (HRI) in 2006, and 
commissioned by ...
2- PRESSURES 
Top Pressures 
To act unethically
2 TYPES OF DILEMMAS 
VS 
RIGHT WRONG 
VS 
RIGHT RIGHT 
PRESSURES 
BEHAVIOR 
EMOTION 
COGNITION 
DRIVERS 
Suwaidan-Gaboune ...
DILEMMAS 
VS 
RIGHT WRONG 
Pressure of TEMPTATION 
Pressure of RETALIATION 
PRESSURES 
BEHAVIOR 
EMOTION 
COGNITION 
Press...
2- PRESSURES / Right vs Wrong dilemmas / Temptation 
VS 
RIGHT WRONG 
Pressures of temptation 
PRESSURES 
BEHAVIOR 
EMOTIO...
2- PRESSURES / Right vs Wrong dilemmas / Temptation 
SITUATIONAL 
FACTORS
2- PRESSURES / Right vs Wrong dilemmas / Temptation 
VIDEO 2 
Unethical Qualification to Soccer World Cup 
www.youtube.com...
2- PRESSURES / Right vs Wrong dilemmas / Temptation 
VS 
RIGHT WRONG 
Pressures of temptation 
PRESSURES 
BEHAVIOR 
EMOTIO...
2- PRESSURES / Right vs Wrong dilemmas / Temptation 
CLOSE TO GOAL
2- PRESSURES / Right vs Wrong dilemmas / Temptation 
VS 
RIGHT WRONG 
Pressures of temptation 
PRESSURES 
BEHAVIOR 
EMOTIO...
2- PRESSURES / Right vs Wrong dilemmas / Temptation 
HIGH 
STAKES
2- PRESSURES / Right vs Wrong dilemmas / Temptation 
VS 
RIGHT WRONG 
Pressures of temptation 
PRESSURES 
BEHAVIOR 
EMOTIO...
2- PRESSURES / Right vs Wrong dilemmas / Temptation 
NO PUNISHMENT
2- PRESSURES / Right vs Wrong dilemmas / Temptation
2- PRESSURES / Right vs Wrong dilemmas / Retaliation 
VS 
RIGHT WRONG 
Pressures of RETALIATION 
PRESSURES 
BEHAVIOR 
EMOT...
2- PRESSURES / Right vs Wrong dilemmas / Manipulation 
Other employees gave you a cold shoulder 
Your supervisor or manage...
2- PRESSURES / Right vs Wrong dilemmas / Manipulation 
VS 
RIGHT WRONG 
Pressures of Manipulation 
PRESSURES 
BEHAVIOR 
EM...
DILEMMAS 
VS 
RIGHT RIGHT 
Truth or Loyalty? 
Short-term or Long-term? 
Individual or Community? 
Justice or Mercy? 
PRESS...
PRESSURES 
BEHAVIOR 
EMOTION 
COGNITION 
DRIVERS 
Suwaidan-Gaboune Model 
(2011) 
2- COGNITION 
What thinking 
processes 
...
Problematic beliefs? 
Self-centered purpose? 
Lack of critical thinking? 
No choice? (3rd alternative) 
Rationalization? 
...
PRESSURES 
BEHAVIOR 
EMOTION 
COGNITION 
DRIVERS 
Suwaidan-Gaboune Model 
(2011) 
2- COGNITION 
The ultimate 
vaccin 
agai...
23- COGNITION / Problematic Beliefs 
PROBLEMATIC 
BELIEFS 
Problematic beliefs can disrupt ethical 
reasoning and ethical ...
23- COGNITION / Problematic Beliefs 
5 PROBLEMATIC BELIEFS 
1 2 3 
4 5
MOST COMMON PROBLEMATIC BELIEFS 
TO 
SUCCEED 
http://www.tgcoy.com/anxiety/beliefs-that-cause-problems.html 
3- COGNITION
MOST COMMON PROBLEMATIC BELIEFS 
TO SUCCEED 
Would you be ready 
to stand up for what 
is right at the cost of 
displeasin...
MOST COMMON PROBLEMATIC BELIEFS 
TO SUCCEED 
INSTEAD 
I want to be loved 
and approved of by 
God 
http://www.tgcoy.com/an...
MOST COMMON PROBLEMATIC BELIEFS 
http://www.tgcoy.com/anxiety/beliefs-that-cause-problems.html 
3- COGNITION
MOST POPULAR PROBLEMATIC BELIEFS 
Would you confront 
an unethical act you 
witness, or just 
ignore it? 
http://www.tgcoy...
MOST COMMON PROBLEMATIC BELIEFS 
INSTEAD 
FACING A PROBLEM IS 
AN OPPORTUNITY TO 
FIX A PROBLEMATIC 
SITUATION 
3- COGNITI...
MOST COMMON PROBLEMATIC BELIEFS 
People who do 
things I don't 
approve of are 
bad people. 
http://www.tgcoy.com/anxiety/...
MOST COMMON PROBLEMATIC BELIEFS 
INSTEAD 
Judge actions 
not people. 
http://www.tgcoy.com/anxiety/beliefs-that-cause-prob...
MOST COMMON PROBLEMATIC BELIEFS 
People are either 
GOOD OR BAD 
http://www.tgcoy.com/anxiety/beliefs-that-cause-problems....
MOST COMMON PROBLEMATIC BELIEFS 
INSTEAD 
Recognize good 
actions and condemn 
bad actions 
http://www.tgcoy.com/anxiety/b...
SELF / 5 STAR PERSONAL MASTERY MODEL / BELIEFS 
MOST COMMON PROBLEMATIC BELIEFS 
I HAVE TO BE PERFECT 
MISTAKES = INCOMPET...
SELF / 5 STAR PERSONAL MASTERY MODEL / BELIEFS 
MOST COMMON PROBLEMATIC BELIEFS 
Would you lie to cover 
up a mistake? 
ht...
SELF / 5 STAR PERSONAL MASTERY MODEL / BELIEFS 
MOST COMMON PROBLEMATIC BELIEFS 
INSTEAD 
Mistakes are learning 
opportuni...
Care-Behavior Matrix 
What I believe about others 
They care 
about me 
They do not 
care about me 
http://www.changingmin...
Problematic beliefs? 
Self-centered purpose? 
Lack of critical thinking? 
No choice? (3rd alternative) 
Rationalization? 
...
PURPOSE 
3- COGNITION 
Meaning given to our life that 
defines our higher goals
(personal, family, work, community…) 
3- COGNITION
PURPOSE 
USE THE 5 WHYs 
TO DISCOVER THE ROOTED REASON 
BEHIND YOUR DECISIONS 
3- COGNITION
3- COGNITION 
EXAMPLES OF PURPOSES 
TO PLEASE GOD TO PLEASE PEOPLE 
TO PLEASE YOURSELF
Problematic beliefs? 
Self-centered purpose? 
Lack of critical thinking? 
No choice? (3rd alternative) 
Rationalization? 
...
PRESSURES 
BEHAVIOR 
EMOTION 
COGNITION 
DRIVERS 
Suwaidan-Gaboune Model 
(2011) 
3- COGNITION / Critical Thinking 
THINKI...
3- COGNITION / Critical Thinking 
VIDEO 3 
CRITICAL THINKING 
Don’t juge too quickly 
http://www.youtube.com/watch?v=v_PKU...
3- COGNITION / Critical Thinking 
GENERATES 
P PURPOSE 
U 
R 
P 
O 
S 
E 
(GOAL, OBJECTIVE) 
ALL THINKING
3- COGNITION / Critical Thinking 
RAISES 
QUESTIONS 
(PROBLEM, ISSUE…) 
ALL THINKING
3- COGNITION / Critical Thinking 
USES INFORMATION 
(DATA, OBSERVATIONS…) 
ALL THINKING
3- COGNITION / Critical Thinking 
MAKES 
P 
U 
R 
P 
O 
S 
E 
INFERENCES 
(INTERPRETATIONS THAT 
GIVE MEANING TO 
OBSERVAT...
3- COGNITION / Critical Thinking 
SELF / 5 STAR PERSONAL MASTERY MODEL / THINKING 
UTILIZES 
P 
U 
R 
P 
O 
S 
E 
CONCEPTS...
3- COGNITION / Critical Thinking 
SELF / 5 STAR PERSONAL MASTERY MODEL / THINKING 
MAKES 
P 
U 
R 
P 
O 
S 
E 
ASSUMPTIONS...
3- COGNITION / Critical Thinking 
GENERATES 
P 
U 
R 
P 
O 
S 
E 
IMPLICATIONS 
(CONSEQUENCES) 
ALL THINKING
3- COGNITION / Critical Thinking 
SELF / 5 STAR PERSONAL MASTERY MODEL / THINKING 
EMBODIES A 
P 
U 
R 
P 
O 
S 
E 
VIEWPO...
Problematic beliefs? 
Self-centered purpose? 
Lack of critical thinking? 
No choice? (3rd alternative) 
Rationalization? 
...
3- COGNITION 
No choice ? (3rd alternative) 
PRESSURES 
BEHAVIOR 
EMOTION 
COGNITION 
DRIVERS 
Suwaidan-Gaboune Model 
(20...
No choice ? (3rd alternative) 
PRESSURES 
BEHAVIOR 
EMOTION 
COGNITION 
DRIVERS 
Suwaidan-Gaboune Model 
(2011) 
3- COGNIT...
3- COGNITION 
Problematic beliefs? 
Self-centered purpose? 
Lack of critical thinking? 
No choice? (3rd alternative) 
Rati...
3- COGNITION / Rationalization 
RATIONALIZATION 
JUSTIFICATION 
(Distortion of reality) 
The process of constructing a log...
3- COGNITION / Rationalization 
EX: RATIONALIZING CHEATING
3- COGNITION / Rationalization 
12 Most Popular 
RATIONALIZATIONS 
It’s for your own good (white lies) 
Everybody does it ...
3- COGNITION / Rationalization 
Do you rationalize? 
Test yourself:
3- COGNITION / Rationalization 
Public Exposure Test 
Would you be comfortable if your action were to be 
exposed in publi...
3- COGNITION / Rationalization 
VIDEO 4 
RATIONALIZATION 
Employee Caught Stealing 
http://www.youtube.com/watch?v=wAOss2-...
3- COGNITION 
/ Rationalization 
RATIONALIZATION 
Ethical leaders are: 
1- AWARE 
of their rationalizations 
2- DECONSTRUC...
Gaboune- Al Suwaidan PRESSURES 
DRIVERS 
(GAS) 
ModelTM 
(2011) 
BEHAVIOR 
EMOTION 
COGNITION 
S 
T 
R 
E 
N 
G 
T 
H 
W 
...
What 
emotions 
are at play? 
PRESSURES 
BEHAVIOR 
EMOTION 
COGNITION 
DRIVERS 
4- EMOTION
PRESSURES 
BEHAVIOR 
EMOTION 
COGNITION 
DRIVERS 
4- EMOTION 
DESIRE? 
BENEFIT
MONEY! 
Just for Laugh Money Temptation 
www.youtube.com/watch?v=0I6lk47QnGQ 
4- EMOTION 
VIDEO 5
PRESSURES 
BEHAVIOR 
EMOTION 
COGNITION 
DRIVERS 
4- EMOTION 
FEAR? 
THREAT
FEAR REACTION #1 
FLEE! 
Just For Laugh: Fear’s fleeing reaction 
www.youtube.com/watch?v=zzzCtQy1jFg 
4- EMOTION 
VIDEO 6
PRESSURES 
BEHAVIOR 
EMOTION 
COGNITION 
DRIVERS 
4- EMOTION 
ANGER? 
INJUSTICE 
(humiliation)
PRESSURES 
BEHAVIOR 
EMOTION 
COGNITION 
DRIVERS 
Suwaidan-Gaboune Model 
(2011) 
WEAKNESS STRENGTH 
DESIRE to be 
admired...
Gaboune- Al Suwaidan PRESSURES 
DRIVERS 
(GAS) 
ModelTM 
(2011) 
BEHAVIOR 
EMOTION 
COGNITION 
S 
T 
R 
E 
N 
G 
T 
H 
W 
...
What 
behaviors 
are at play? 
PRESSURES 
BEHAVIOR 
EMOTION 
COGNITION 
DRIVERS 
Suwaidan-Gaboune Model 
(2011) 
5- BEHAVI...
Be 
TRUTHFUL & TRUSTWORTHY 
Act with 
MORAL COURAGE 
Foster 
OPEN COMMUNICATION 
ENCOURAGE ethical behavior and 
DISCOURAG...
PRESSURES 
BEHAVIOR 
EMOTION 
COGNITION 
DRIVERS 
1- Be truthful and trustworthy 
WEAKNESS STRENGTH 
Denying true 
facts 
...
PRESSURES 
BEHAVIOR 
EMOTION 
COGNITION 
DRIVERS 
2-Act with moral courage 
WEAKNESS STRENGTH 
Avoid 
criticizing 
people ...
PRESSURES 
BEHAVIOR 
EMOTION 
COGNITION 
DRIVERS 
3-Foster Open Communication 
WEAKNESS STRENGTH 
Interrupting Listening t...
PRESSURES 
BEHAVIOR 
EMOTION 
COGNITION 
DRIVERS 
4-Encourage ethical behavior and 
discourage unethical behavior 
WEAKNES...
5 STEPS 
1- IDENTIFY (10 mins) 
2- DIAGNOSE (25 mins) 
3- SHARE (20 mins) 
4- PRACTICE (20 mins) 
5- SYNTHESIZE (15 mins)
5 STEPS 
1- IDENTIFY (10 mins) 
2- DIAGNOSE (25 mins) 
3- SHARE (20 mins) 
4- PRACTICE (20 mins) 
5- SYNTHESIZE (15 mins)
PRACTICE 
Tough conversations 
1- Demo role play 
2- One 2 One + Feedforward
5 STEPS 
1- IDENTIFY (10 mins) 
2- DIAGNOSE (25 mins) 
3- SHARE (20 mins) 
4- PRACTICE (20 mins) 
5- SYNTHESIZE (15 mins)
GROUP ACTIVITY 
List the top 3 ethical leadership challenges 
that make or break trust / commitment in 
each of the 4 step...
GROUP ACTIVITY 
1 2 3 4 
TEAM 
BUILDING 
TASK 
DELEGATION 
FOLLOW-UP 
(CRISIS) 
ACHIEVEM 
ENT 
Task dispatching 
Goal-sett...
1 2 3 4 
TEAM 
BUILDING 
TASK 
DELEGATION 
FOLLOW-UP 
CRISIS 
ACHIEVEM 
ENT 
Task dispatching 
Goal-setting 
Ressource all...
GLOBAL 
ORGANIZATION 
TEAM 
4 
3 
2 
1 SELF
ETHICAL LEADERSHIP 
AMBASSADOR TRAININGTM 
www.ethical-leaders.com 
www.ethical-leaders.com 
Youssef Gaboune B.Eng., M.Sc....
GLOBAL 
ORGANIZATION 
TEAM 
SELF
TEAM/ 
HOW TO BUILD 
ETHICAL TEAMS ?
TEAM/ 
To enable leaders to : 
TO CREATE AND MAINTAIN AN 
ETHICAL TEAM CLIMATE 
GOAL
TEAM/ 
PROBLEM 
Teams may suffer from pressures (ex: 
conformity) that could prevent members 
to act ethically or to raise...
TEAM/ 
CONTENT 
1- Why Ethical Teams? 
2- Team Trust Assessment 
3-3Team dysfunctions 
3.1 Cognitive 
3.2 Emotional 
3.3 B...
TEAM / WHY ETHICAL TEAMS ? 
Teams have the 
potential to make 
better choices than 
individuals
TEAM / WHY ETHICAL TEAMS ? 
Top-level executives 
spend on average 21 
weeks / year in team 
work 
(committees, task force...
TEAM / WHY ETHICAL TEAMS ? 
Variety of perspectives 
Challenge questionable assumptions 
More carefully reasoned and 
defe...
TEAM / WHY ETHICAL TEAMS ? 
Why Do Leaders 
FAIL 
to Practice Shura/Consulting?
TEAM / WHY ETHICAL TEAMS ? 
4 
MAIN REASONS
TEAM / WHY ETHICAL TEAMS ? 
SHURA FAILURE 
1/3 
Leaders don’t know how to 
conduct it successfully 
Contradicting opinions...
TEAM / WHY ETHICAL TEAMS ? 
SHURA FAILURE 
2/3 
Leaders’ Overconfidence 
‘‘I know/care more than others’’
TEAM / WHY ETHICAL TEAMS ? 
SHURA FAILURE 
3/3 
Leaders Believe It is 
Not necessary 
‘‘ What’s the value of it?’’
TEAM/ 
CONTENT 
1- Why Ethical Teams? 
2- Team Trust Assessment 
3-3Team dysfunctions 
3.1 Cognitive 
3.2 Emotional 
3.3 B...
TEAM / TEAM TRUST ASSESSMENT 
TEAM TRUST 
ASSESSMENT
TEAM / ASSESSMENT 6 
Rate yourself on the following trust factors, using a 
scale of 1 to 5 
(1 = not at all, 2 = below av...
TEAM / TEAM TRUST ASSESSMENT 
45-50 Role Model: Explore opportunities to teach 
others 
40-44 Above Average: Explore oppor...
TEAM/ 
CONTENT 
1- Why Ethical Teams? 
2- Team Trust Assessment 
3-3Team dysfunctions 
3.1 Cognitive 
3.2 Emotional 
3.3 B...
TEAM / ETHICAL DECISION MAKING / 3 DYSFUNCTIONS 
FACTORS 
INFLUENCE 
ETHICAL DECISION 
MAKING 
Coughlan, Richard, Connolly...
TEAM / ETHICAL DECISION MAKING / 3 DYSFUNCTIONS 
FACTORS 
COGNITIVE 
EMOTIONAL 
BEHAVIORAL 
Coughlan, Richard, Connolly an...
TEAM/ 
CONTENT 
1- Why Ethical Teams? 
2- Team Trust Assessment 
3-3Team dysfunctions 
3.1 Cognitive 
3.2 Emotional 
3.3 B...
TEAM / ETHICAL DECISION MAKING / 3 DYSFUNCTIONS 
FACTORS 
COGNITIVE 
EMOTIONAL 
BEHAVIORAL 
Coughlan, Richard, Connolly an...
TEAM / ETHICAL DECISION MAKING / 3 DYSFUNCTIONS /COGNITIVE 
COGNITIVE 
GROUPTHINK 
FALSE AGREEMENT 
POLARIZATION 
(Comment...
STEELAFM / /W HEYT HPEICRASLO DNEACLI SMIOANST MERAYK I?N /G T /E M3 DPTYASTFIUONNCST IONS /COGNITIVE 
VIDEO 
GroupThink (...
TEAM / ETHICAL DECISION MAKING / 3 FACTORS /COGNITIVE 
GROUPTHINK 
Putting unanimous agreement 
ahead of 
reasoned problem...
TEAM / ETHICAL DECISION MAKING / 3 FACTORS /COGNITIVE 
GROUPTHINK 
High Risk of 
Ineffective + Unethical 
Decisions 
Janis...
TEAM / ETHICAL DECISION MAKING / 3 DYSFUNCTIONS /COGNITIVE 
Groupthink 
3 Symptoms 
A) Overconfidence 
B) Close-Mindedness...
STEELAFM / /W HEYT HPEICRASLO DNEACLI SMIOANST MERAYK I?N /G T /E M3 DPTYASTFIUONNCST IONS /COGNITIVE 
VIDEO 
Asch Experim...
TEAM / ETHICAL DECISION MAKING / 3 DYSFUNCTIONS /COGNITIVE 
COGNITIVE 
GROUPTHINK 
FALSE AGREEMENT 
POLARIZATION
TEAM / ETHICAL DECISION MAKING / 3 FACTORS /COGNITIVE 
FALSE AGREEMENT 
(Abylene Paradox) 
Doing something that 
no team m...
TEAM / ETHICAL DECISION MAKING / 3 FACTORS /COGNITIVE 
COGNITIVE 
GROUPTHINK 
FALSE AGREEMENT 
POLARIZATION
TEAM / ETHICAL DECISION MAKING / 3 FACTORS /COGNITIVE 
POLARIZATION 
Framing differences as 
disagreements 
One side (‘’Th...
TEAM / ETHICAL DECISION MAKING / 3 DYSFUNCTIONS /COGNITIVE 
COGNITIVE 
GROUPTHINK 
FALSE AGREEMENT 
POLARIZATION
TEAM /ETHICAL DECISION MAKING / 3 FACTORS / EMOTIONAL 
CHALLENGE 
Imagine facing one of the 3 team cognitive dysfunctions ...
TEAM/ 
CONTENT 
1- Why Ethical Teams? 
2- Team Trust Assessment 
3-3Team dysfunctions 
3.1 Cognitive 
3.2 Emotional 
3.3 B...
TEAM / ETHICAL DECISION MAKING / 3 DYSFUNCTIONS 
FACTORS 
COGNITIVE 
EMOTIONAL 
BEHAVIORAL 
Coughlan, Richard, Connolly an...
TEAM /ETHICAL DECISION MAKING / 3 DYSFUNCTIONS / EMOTIONAL 
Emotional Intelligence 
in Teams 
include 
Individual 
Emotion...
TEAM /ETHICAL DECISION MAKING / 3 DYSFUNCTIONS / EMOTIONAL
TEAM /ETHICAL DECISION MAKING / 3 DYSFUNCTIONS / EMOTIONAL 
EMOTIONAL CONTAGION 
12 Angry Men (1957)
TEAM /ETHICAL DECISION MAKING / 3 DYSFUNCTIONS / EMOTIONAL 
(Hughes and Terrell, 2007) 
SKILLS 
for developping 
emotional...
TEAM /ETHICAL DECISION MAKING / 3 DYSFUNCTIONS / EMOTIONAL 
1/ 7 
Developping a Team Identity 
(Common purpose)
TEAM /ETHICAL DECISION MAKING / 3 DYSFUNCTIONS / EMOTIONAL 
2/ 7 
Creating and Harnessing 
Motivation 
(Drive that enable ...
TEAM /ETHICAL DECISION MAKING / 3 DYSFUNCTIONS / EMOTIONAL 
3/ 7 
Emotional Awareness 
(Ability to read one another and re...
TEAM /ETHICAL DECISION MAKING / 3 DYSFUNCTIONS / EMOTIONAL 
4/ 7 
Communication 
(Ability to listen and talk effectively t...
TEAM /ETHICAL DECISION MAKING / 3 DYSFUNCTIONS / EMOTIONAL 
5/ 7 
Stress tolerance 
(Building strong relationships to over...
TEAM /ETHICAL DECISION MAKING / 3 DYSFUNCTIONS / EMOTIONAL 
6/ 7 
Conflict resolution 
(Developping capabilities to addres...
TEAM /ETHICAL DECISION MAKING / 3 DYSFUNCTIONS / EMOTIONAL 
7/ 7 
Positive Mood 
(Cultivating optimism that encourages a c...
TEAM /ETHICAL DECISION MAKING / 3 DYSFUNCTIONS / EMOTIONAL 
CHALLENGE 
How would you re-motivate a 
demotivated constituen...
TEAM /ETHICAL DECISION MAKING / 3 DYSFUNCTIONS / EMOTIONAL 
CHALLENGE 
What would you do if you were 
pressured to act une...
TEAM /ETHICAL DECISION MAKING / 3 DYSFUNCTIONS / EMOTIONAL 
CHALLENGE 
Share a situation where you 
succeeded to voice you...
TEAM/ 
CONTENT 
1- Why Ethical Teams? 
2- Team Trust Assessment 
3-3Team dysfunctions 
3.1 Cognitive 
3.2 Emotional 
3.3 B...
TEAM / ETHICAL DECISION MAKING / 3 FACTORS 
FACTORS 
COGNITIVE 
EMOTIONAL 
BEHAVIORAL 
Coughlan, Richard, Connolly and Ter...
TEAM /ETHICAL DECISION MAKING / 3 DYSFUNCTIONS / BEHAVIORAL 
UNETHICAL 
BEHAVIORS 
IN TEAMS 
Sourcebooks, 2nd edition, 200...
TEAM /ETHICAL DECISION MAKING / 3 DYSFUNCTIONS / BEHAVIORAL 
4TYPES 
1 2 
3 4
TEAM /ETHICAL DECISION MAKING / 3 DYSFUNCTIONS / BEHAVIORAL 
SCREAMING MIMI
SCREAMING MIMI 
TEAM /ETHICAL DECISION MAKING / 3 DYSFUNCTIONS / BEHAVIORAL 
SCREAMING MIMI / TACTICS 
Yells, 
screams, 
c...
SCREAMING MIMI 
TEAM /ETHICAL DECISION MAKING / 3 DYSFUNCTIONS / BEHAVIORAL 
SCREAMING MIMI / TACTICS 
Controls 
through f...
SCREAMING MIMI 
TEAM /ETHICAL DECISION MAKING / 3 DYSFUNCTIONS / BEHAVIORAL 
SCREAMING MIMI / TACTICS 
Constantly 
interru...
SCREAMING MIMI 
TEAM /ETHICAL DECISION MAKING / 3 DYSFUNCTIONS / BEHAVIORAL 
SCREAMING MIMI / TACTICS 
Bombast masks 
inco...
SCREAMING MIMI 
TEAM /ETHICAL DECISION MAKING / 3 DYSFUNCTIONS / BEHAVIORAL 
SCREAMING MIMI / HANDLING 
SYSTEM 
REPEAT SIL...
SCREAMING MIMI 
TEAM /ETHICAL DECISION MAKING / 3 DYSFUNCTIONS / BEHAVIORAL 
SCREAMING MIMI / HANDLING 
SYSTEM 
REPEAT SIL...
SCREAMING MIMI 
TEAM /ETHICAL DECISION MAKING / 3 DYSFUNCTIONS / BEHAVIORAL 
SCREAMING MIMI / HANDLING 
SYSTEM 
Practice t...
SCREAMING MIMI 
TEAM /ETHICAL DECISION MAKING / 3 DYSFUNCTIONS / BEHAVIORAL 
SCREAMING MIMI / HANDLING 
SYSTEM 
Practice t...
TEAM /ETHICAL DECISION MAKING / 3 DYSFUNCTIONS / BEHAVIORAL 
4 
TYPES 
1 2 
3 4
TEAM /ETHICAL DECISION MAKING / 3 DYSFUNCTIONS / BEHAVIORAL 
CONSTANT CRITIC 
CONSTANT CRITIC
TEAM /ETHICAL DECISION MAKING / 3 DYSFUNCTIONS / BEHAVIORAL 
CONSTANT CRITIC 
CONSTANT CRITIC / TACTICS 
Extremely negativ...
TEAM /ETHICAL DECISION MAKING / 3 DYSFUNCTIONS / BEHAVIORAL 
CONSTANT CRITIC 
CONSTANT CRITIC / TACTICS 
Satisfies her nee...
TEAM /ETHICAL DECISION MAKING / 3 DYSFUNCTIONS / BEHAVIORAL 
CONSTANT CRITIC 
CONSTANT CRITIC / TACTICS 
Makes unreasonabl...
TEAM /ETHICAL DECISION MAKING / 3 DYSFUNCTIONS / BEHAVIORAL 
CONSTANT CRITIC 
CONSTANT CRITIC / TACTICS 
Applies 
dispropo...
TEAM /ETHICAL DECISION MAKING / 3 DYSFUNCTIONS / BEHAVIORAL 
CONSTANT CRITIC 
CONSTANT CRITIC / TACTICS 
expects 
perfecti...
TEAM /ETHICAL DECISION MAKING / 3 FACTORS / BEHAVIORAL 
CONSTANT CRITIC 
CONSTANT CRITIC / TACTICS 
Constant 
haranguing 
...
TEAM /ETHICAL DECISION MAKING / 3 FACTORS / BEHAVIORAL 
CONSTANT CRITIC 
CONSTANT CRITIC / TACTICS 
Plays on your 
desire ...
TEAM /ETHICAL DECISION MAKING / 3 FACTORS / BEHAVIORAL 
CONSTANT CRITIC 
CONSTANT CRITIC / TACTICS 
Loved by senior 
manag...
TEAM /ETHICAL DECISION MAKING / 3 DYSFUNCTIONS / BEHAVIORAL 
CONSTANT CRITIC 
CONSTANT CRITIC / TACTICS 
She is extremely ...
TEAM /ETHICAL DECISION MAKING / 3 FACTORS / BEHAVIORAL 
CONSTANT CRITIC 
CONSTANT CRITIC / TACTICS 
Why does she act like ...
TEAM /ETHICAL DECISION MAKING / 3 FACTORS / BEHAVIORAL 
CONSTANT CRITIC 
CONSTANT CRITIC / TACTICS 
May have experienced 
...
TEAM /ETHICAL DECISION MAKING / 3 FACTORS / BEHAVIORAL 
CONSTANT CRITIC 
CONSTANT CRITIC / HANDLING 
SYSTEM 
HUMOUR ! 
‘‘T...
TEAM /ETHICAL DECISION MAKING / 3 DYSFUNCTIONS / BEHAVIORAL 
CONSTANT CRITIC 
CONSTANT CRITIC / HANDLING 
SYSTEM 
GET A 2n...
TEAM /ETHICAL DECISION MAKING / 3 FACTORS / BEHAVIORAL 
4 
TYPES 
1 2 
3 4
TEAM /ETHICAL DECISION MAKING / 3 FACTORS / BEHAVIORAL 
CONSTANT CRITIC 
TWO-HEADED SNAKE
TEAM /ETHICAL DECISION MAKING / 3 FACTORS / BEHAVIORAL 
TWO HEADED SNAKE / TACTICS 
Operates behind 
closed doors
TEAM /ETHICAL DECISION MAKING / 3 DYSFUNCTIONS / BEHAVIORAL 
TWO HEADED SNAKE / TACTICS 
Assassinates 
reputation with 
hi...
TEAM /ETHICAL DECISION MAKING / 3 FACTORS / BEHAVIORAL 
TWO HEADED SNAKE / TACTICS 
Passive, 
aggressive, 
indirect
TEAM /ETHICAL DECISION MAKING / 3 FACTORS / BEHAVIORAL 
TWO HEADED SNAKE / TACTICS 
dishonest style of 
dealing with 
peop...
TEAM /ETHICAL DECISION MAKING / 3 FACTORS / BEHAVIORAL 
TWO HEADED SNAKE / TACTICS 
‘’Friendliness’’ 
serves only to 
lowe...
TEAM /ETHICAL DECISION MAKING / 3 DYSFUNCTIONS / BEHAVIORAL 
TWO HEADED SNAKE / TACTICS 
Satisfies her need for 
control b...
TEAM /ETHICAL DECISION MAKING / 3 DYSFUNCTIONS / BEHAVIORAL 
TWO HEADED SNAKE / HANDLING 
SYSTEM 
Enlist supporters 
among...
TEAM /ETHICAL DECISION MAKING / 3 DYSFUNCTIONS / BEHAVIORAL 
TWO HEADED SNAKE / HANDLING 
SYSTEM 
Don’t wait too 
long to ...
TEAM /ETHICAL DECISION MAKING / 3 DYSFUNCTIONS / BEHAVIORAL 
TWO HEADED SNAKE / HANDLING 
SYSTEM 
Resist 
lowering 
yourse...
TEAM /ETHICAL DECISION MAKING / 3 DYSFUNCTIONS / BEHAVIORAL 
TWO HEADED SNAKE / HANDLING 
SYSTEM 
Strongly and 
respectful...
TEAM /ETHICAL DECISION MAKING / 3 FACTORS / BEHAVIORAL 
TWO HEADED SNAKE / HANDLING 
SYSTEM 
Ask for as much 
clarificatio...
TEAM /ETHICAL DECISION MAKING / 3 FACTORS / BEHAVIORAL 
TWO HEADED SNAKE / HANDLING 
SYSTEM 
Your demand for 
clarity will...
TEAM /ETHICAL DECISION MAKING / 3 FACTORS / BEHAVIORAL 
TWO HEADED SNAKE / HANDLING 
SYSTEM 
The snake’s 
deviousness can ...
TEAM /ETHICAL DECISION MAKING / 3 DYSFUNCTIONS / BEHAVIORAL 
4 
TYPES 
1 2 
3 4
TEAM /ETHICAL DECISION MAKING / 3 FACTORS / BEHAVIORAL 
GATE KEEPER
TEAM /ETHICAL DECISION MAKING / 3 DYSFUNCTIONS / BEHAVIORAL 
GATE KEEPER / TACTICS 
Plays the game of 
exclusion (most 
po...
TEAM /ETHICAL DECISION MAKING / 3 DYSFUNCTIONS / BEHAVIORAL 
GATE KEEPER / TACTICS 
Plays the game of 
exclusion 
(Meeting...
TEAM /ETHICAL DECISION MAKING / 3 DYSFUNCTIONS / BEHAVIORAL 
GATE KEEPER / TACTICS 
To make you feel 
invalidated and 
wor...
TEAM /ETHICAL DECISION MAKING / 3 DYSFUNCTIONS / BEHAVIORAL 
GATE KEEPER / TACTICS 
To make you feel 
invalidated and 
wor...
TEAM /ETHICAL DECISION MAKING / 3 DYSFUNCTIONS / BEHAVIORAL 
GATE KEEPER / TACTICS 
Her need to control: 
Puts herself in ...
TEAM /ETHICAL DECISION MAKING / 3 DYSFUNCTIONS / BEHAVIORAL 
GATE KEEPER / HANDLING SYSTEM 
Try to recall why 
has this pe...
TEAM /ETHICAL DECISION MAKING / 3 DYSFUNCTIONS / BEHAVIORAL 
GATE KEEPER / HANDLING SYSTEM 
Try to take her 
perspective
TEAM /ETHICAL DECISION MAKING / 3 DYSFUNCTIONS / BEHAVIORAL 
GATE KEEPER / HANDLING SYSTEM 
Try to understand 
the situati...
TEAM /ETHICAL DECISION MAKING / 3 DYSFUNCTIONS / BEHAVIORAL 
4 
TYPES 
1 2 
3 4
TEAM / CHALLENGES 
CHALLENGE 
Split the group in teams. Every team can role play a leader 
confronting one of the unethica...
TEAM/ 
CONTENT 
1- Why Ethical Teams? 
2- Team Trust Assessment 
3-3Team dysfunctions 
3.1 Cognitive 
3.2 Emotional 
3.3 B...
TEAM / BUILDING STEPS 
STEPS 
TO 
BUILD ETHICAL TEAMS
TEAM / BUILDING STEPS 
1/ 5 
RECRUIT 
Ethical Team Members
TEAM / BUILDING STEPS 
2/ 5 
AGREE 
on ways to deal with conflicts
TEAM / BUILDING STEPS 
3/ 5 
CONSULT 
team members openly and 
honestly
TEAM / BUILDING STEPS 
4/ 5 
REWARD 
(and Discipline) 
(un)ethical behaviors
TEAM / BUILDING STEPS 
5/ 5 
SURVEY 
perceptions of honesty and 
fairness among team members
TEAM / CHALLENGES 
CHALLENGE 
How would you communicate ethical 
standards to your new team?
GLOBAL 
ORGANIZATION 
TEAM 
SELF
ETHICAL LEADERSHIP 
AMBASSADOR TRAININGTM 
www.ethical-leaders.com 
www.ethical-leaders.com 
Youssef Gaboune B.Eng., M.Sc....
GLOBAL 
ORGANIZATION 
TEAM 
SELF
ORGANIZATION / CHALLENGE 
CHALLENGE 
You witness an unethical behaviour in 
your organization , do you : 
A) Confront it i...
ORGANIZATION / 
HOW TO BUILD 
ETHICAL 
ORGANIZATIONS 
?
ORGANIZATION / 
GOALS 
-To know the most important factors that 
shape an ethical organizational culture 
-Get an action f...
ORGANIZATION / 
OUTLINE 
5.1 Organizational Ethical Leadership 
Assessment (Kienan Institute Survey) 
5.2 Research Finding...
ORGANIZATION / 
OUTLINE 
5.1 Organizational Ethical Leadership 
Assessment (Kienan Institute Survey) 
5.2 Research Finding...
ORGANIZATION / ASSESSMENT 
ASSESSMENT 7 
ORGANIZATIONAL ETHICAL 
LEADERSHIP ASSESSMENT 
KIENAN INSTITUTE SURVEY 
CLICK ON ...
JAY GALBRAITH 
ORGANIZATION / DESIGN CHECKPOINTS 
Dr. Jay GALBRAITH 
Professor Emeritus at the International Institute 
fo...
ORGANIZATION / DESIGN CHECKPOINTS 
GALBRAITH’S MODEL FOR ORGANIZATIONAL DESIGN
ORGANIZATION / DESIGN CHECKPOINTS 
GALBRAITH’S MODEL MODIFIED 
ETHICAL 
LEADERS 
ETHICAL 
ETHICAL 
ETHICAL 
ETHICAL ETHICA...
ORGANIZATION / DESIGN CHECKPOINTS 
DOES YOUR ORGANIZATION HAVE… 
ETHICAL 
LEADERS 
ETHICAL 
ETHICAL 
ETHICAL 
? 
ETHICAL E...
ORGANIZATION / 
OUTLINE 
5.1 Organizational Ethical Leadership 
Assessment (Kienan Institute Survey) 
5.2 Research Finding...
ORGANIZATION / ETHICAL CULTURE 
HOW TOASSESS 
the strength of an organization’s 
ETHICAL CULTURE ?
ORGANIZATION / ETHICAL CULTURE 
LATEST 
US SURVEY 
ON BUSINESS 
ETHICS 
2009-2010
ORGANIZATION / ETHICAL CULTURE 
ETHICAL 
CULTURES’ 
COMPONENTS
ORGANIZATION / ETHICAL CULTURE 
1/ 4 
ETHICAL LEADERHIP 
(‘TONE AT THE TOP’)
ORGANIZATION / ETHICAL CULTURE 
2 / 4 
SUPERVISOR 
REINFORCEMENT 
(How supervisors walk the top leadership’s talk)
ORGANIZATION / ETHICAL CULTURE 
3 / 4 
PEER COMMITMENT 
(Finding support in ‘doing the right thing’ 
among coworkers)
ORGANIZATION / ETHICAL CULTURE 
4 / 4 
EMBEDDED ETHICAL 
VALUES 
(‘How we do things around here’ in daily 
activities)
ORGANIZATION / ETHICAL CULTURE 
ETHICAL LEADERHIP 
+++ = 
SUPERVISOR REINFORCEMENT 
PEER COMMITMENT 
EMBEDDED ETHICAL VALU...
ORGANIZATION / ETHICAL CULTURE 
STUDY MEASURES 
EMPLOYEES’ PERCEPTION OF 
Open and Honest Communication 
Positive Ethical ...
ORGANIZATION / ETHICAL CULTURE 
USING 2 
INDICES 
1- TOP MANAGEMENT CULTURE 
INDEX 
2- SUPERVISOR CULTURE 
INDEX
ORGANIZATION / ETHICAL CULTURE 
The strongest correlations between employee engagement 
and ethical culture involve the To...
ORGANIZATION / 
OUTLINE 
5.1 Organizational Ethical Leadership 
Assessment (Kienan Institute Survey) 
5.2 Research Finding...
ORGANIZATION / BUILDING STEPS 
STEPS TO BUILD ETHICAL 
ORGANIZATIONS
ORGANIZATION / BUILDING STEPS 
/6 
Hire/Appoint 
ethical leaders 
(Fire unethical leaders, even if they are performant)
ORGANIZATION / BUILDING STEPS 
/6 
A Strategic Plan’s 
Objective
ORGANIZATION / BUILDING STEPS 
/6 
Set up ethical processes
ORGANIZATION / BUILDING STEPS 
/6 
Ethical talent management and 
leadership development programs
ORGANIZATION / BUILDING STEPS 
/6 
A culture of rewarding the ethical employees 
and firing the unethical ones
ORGANIZATION / BUILDING STEPS 
/6 
Independant surveys to assess trust and 
ethics levels among employees / customers
ORGANIZATION / BUILDING STEPS 
BUILD ETHICAL 
ORGANIZATIONS 
Check list 
1- Do you currently have an established code of c...
GLOBAL / MEDIA 
VIDEO 
ETHICAL LEADERSHIP IS COOL 
(Viral Video) 
http://www.youtube.com/watch?v=uUIlF9TEg2E
ETHICAL LEADERSHIP 
AMBASSADOR TRAININGTM 
www.ethical-leaders.com 
www.ethical-leaders.com 
Youssef Gaboune B.Eng., M.Sc....
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Ethical Leadership Ambassadors Training

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A research-based ethical leadership training, covering 3 levels:
1- Personal
2- Team
3-Organization
Developped by Youssef Gaboune and Dr Tareq Al Suwaidan

Published in: Education

Ethical Leadership Ambassadors Training

  1. 1. ETHICAL LEADERSHIP AMBASSADOR TRAININGTM www.ethical-leaders.com www.ethical-leaders.com Youssef Gaboune B.Eng., M.Sc. Founder, Ethical Leaders y.gaboune@gmail.com
  2. 2. Program Indications Ethical Leadership Challenges (30mins) 1- Definitions (10mins) 2- Ethical Leaders’ 4 Practices (20mins) 3- The GAS Ethical Leadership Model (10mins) 4- Open Consulting Circle 4.1 Identify + Diagnose challenges (35 mins) BREAK (15 mins) 4.2 Experience exchange (20mins) Practice (20mins) Lessons learned (15mins)
  3. 3. The Project’s Story L.K. TREVINO, PhD H. MINTZBERG,PhD
  4. 4. Why is Ethical Leadership relevant now? ETHICAL LEADERS www.ethical-leaders.com MOST WANTED In times of CRISIS
  5. 5. Why is Ethical Leadership relevant now? VIDEO University of Notre-Dame’s Ethical Leadership Program www.youtube.com/watch?v=OK8Pw4dzbio
  6. 6. UNETHICAL BEHAVIOR HARMS SALES In a 2003 survey by Wirthlin Worldwide 80% of people said they DECIDE TO BUY a firm’s goods or services partly on their perception of its ethics.
  7. 7. UNETHICAL BEHAVIOR WORSENS EMPLOYEE FRAUD according to U.S. workers surveyed in 2002 by Ernst & Young 20% Costs employers of every dollar earned
  8. 8. Disloyalty reduces organizational performance by 25-50%
  9. 9. FUNDAMENTAL QUESTIONS ETHICAL LEADERS www.ethical-leaders.com HOW CAN WE 1- IDENTIFY 2- GROW ?
  10. 10. How to identify Ethical Leaders? WATCH THEM IN TURBULENT TIMES
  11. 11. The Target Audience WHO is this training aimed at ? www.ethical-leaders.com ETHICAL LEADERSHIP AMBASSADOR TRAININGTM
  12. 12. The Target Audience PRE-REQUISITES MOTIVES CHARACTER FORMATION INFLUENCE Mendonca & Kanungo, 2006 STRATEGIES
  13. 13. The Training’s Objectives Ethical Leadership Ambassadors should be able to better: 1- DIAGNOSE ethically challenging situations 2- ROLE MODEL ethical leadership behaviors 3- PROMOTE ethical leadership
  14. 14. GLOBAL ORGANIZATION TEAM 4 3 2 1 SELF START
  15. 15. ETHICAL LEADERSHIP CHALLENGES CHALLENGE Source: The Center for Creative Leadership Handbook of Leadership Development , Described in Johnson C.E, 2009
  16. 16. DEFINITIONS WHAT IS ETHICAL LEADERSHIP ?
  17. 17. DEFINITIONS LEADERSHIP The ability to move people towards goals (Suwaidan, T., 2000)
  18. 18. DEFINITIONS LEADERSHIP What’s in it for me?
  19. 19. DEFINITIONS What are the most wanted leadership qualities ?
  20. 20. 1,5 MILLION PEOPLE SURVEYED DEFINITIONS
  21. 21. DEFINITIONS CONTINENTS
  22. 22. DEFINITIONS QUALITIES People Look for in leaders
  23. 23. QUALITIES 1 HONEST 2 FORWARD-LOOKING 3 INSPIRING 4 COMPETENT 5 INTELLIGENT DEFINITIONS
  24. 24. DEFINITIONS WHAT IS ETHICAL LEADERSHIP ?
  25. 25. DEFINITIONS Worldwide Survey 5 Most widely shared ethical principles
  26. 26. DEFINITIONS 5 UNIVERSAL PRINCIPLES 1- Honesty 2- Respect 3- Responsibility 4- Fairness 5- Compassion
  27. 27. DEFINITIONS ETHICAL LEADERSHIP: To lead with the 5 universal principles with all stakeholders
  28. 28. DEFINITIONS Common Grounds & Specs COMPARISON CRITERIA SOURCE OF KNOWLEDGE HIGHEST GOOD MOTIVE SANCTION SECULAR BASED ETHICS FAITH BASED ETHICS
  29. 29. DEFINITIONS ASSESSMENT 1: Do your followers perceive you as an ethical leader?
  30. 30. DEFINITIONS ASSESSMENT 1: Do your followers perceive you as an ethical leader? Scoring Interpretation The PLIS measures subordinates’ perceptions of their leaders’ integrity in organizational settings. Your responses on the PLIS indicate the degree to which you see your supervisor’s behavior as ethical. Score the questionnaire by doing the following. Sum the responses on all 31 items. A low score on the questionnaire indicates that you perceive your supervisor to be highly ethical. A high score indicates that you see your supervisor to be very unethical. The interpretation of what the score represents is given below. Total score: ______
  31. 31. DEFINITIONS ASSESSMENT 1: Do your followers perceive you as an ethical leader? Interpretation: Your score is a measure of your perceptions of your supervisor’s ethical integrity. Based on previous findings (Craig & Gustafson, 1998), the following interpretations can be made about your total score. 31-35 High ethical If you scored in this range, it means that you see your supervisor as highly ethical. Your impression is that your supervisor is very trustworthy and highly principled. 36-66 Moderate Scores in this range mean that you see your supervisor as moderately ethical. Your impression is that he or she sometimes engages in slightly unethical behaviors. 67-124 Low ethical This range is descriptive of supervisors who are seen as very unethical. Your impression is that they do things which are dishonest, unfair, and unprincipled.
  32. 32. BEHAVIORS Training Goals What essential behaviors must ethical leaders master?
  33. 33. GLOBAL SURVEY 1 121 Executives & Managers BEHAVIORS
  34. 34. What are the BEHAVIORS TOP 3 Processes for ensuring an Ethical Business Culture?
  35. 35. BEHAVIORS
  36. 36. What are BEHAVIORS The TOP 3 Processes for ensuring an Ethical Business Culture? 1- Leaders support & model ethical behavior 2- Leaders communicate consistently 3- Ethics are integrated into the fabric of the organization
  37. 37. BEHAVIORS What are the Top 5 Most important Ethical Leadership Behaviors ?
  38. 38. Top 5 Most important BEHAVIORS ethical leadership behaviors
  39. 39. What are BEHAVIORS The TOP 3 Processes that ensure an Ethical Business Culture? 1- Keep Promises 2- Encourage Open Communication & Ensure No Retaliation 3- Keep employees informed
  40. 40. BEHAVIORS Ethical Leaders’ 4 BEHAVIORS
  41. 41. Be BEHAVIORS TRUTHFUL & TRUSTWORTHY Act with MORAL COURAGE Foster OPEN COMMUNICATION ENCOURAGE ethical behavior and DISCOURAGE unethical behavior 1 2 3 4
  42. 42. BEHAVIORS / Be Truthful & Trustworthy ASSESSMENT 2 Promise Keeping Do you communicate your promises clearly and precisely so there is no misunderstanding? Are your promises slippery, e.g., "I will try to do it"? Are there any promises that you have made right now but not fulfilled? Do you show up for meetings on time? What system can you set up now that will ensure that your promises are kept? Are there requests that you have made that have not been acted upon or followed up on? Have you established a culture within your organization which supports the keeping of promises and calls others to account for failure to keep them? http://www.leadershipmasterymap.com/keep-their-promises.htm Yes/No
  43. 43. BEHAVIORS / Be Truthful & Trustworthy Why do leaders (or anyone) lie ?
  44. 44. BEHAVIORS / Be Truthful & Trustworthy 1 To boost appeal and likeability
  45. 45. BEHAVIORS / Be Truthful & Trustworthy 2 To avoid negative consequences
  46. 46. BEHAVIORS / Be Truthful & Trustworthy 3 To gain an advantage
  47. 47. BEHAVIORS / Be Truthful & Trustworthy 4 To cover up lies
  48. 48. Be BEHAVIORS TRUTHFUL & TRUSTWORTHY Act with MORAL COURAGE Foster OPEN COMMUNICATION ENCOURAGE ethical behavior and DISCOURAGE unethical behavior 1 2 3 4
  49. 49. ASSESSMENT 3 Moral Courage 5- BEHAVIOR I risk substantial personal loss to achieve the vision. I take personal risks to defend my beliefs. I say no even if I have a lot loose. I consciously link my actions to higher values. I don’t hesitate to act against the opinions and approval of others. I quickly tell people the truth even when it is negative. I feel relaxed most of the time I speak out against organizational injustice I stand up to people if they make offensive remarks I act according to my conscience even if it means I lose status and approval. Yes No Add up your points for ‘‘Mostly True’’ answers ≥ 7: You have real potential to act as a courageous leader ≤ 3: You avoid difficult issues or have not been in situations that challenge your moral leadership Is your score consistent with your understanding of your own courage? How might you increase your courage as a leader?
  50. 50. BEHAVIORS / Moral Courage VIDEO 1 MORAL COURAGE Erdogan at Davos http://youtu.be/OrbQsHkVQ_4
  51. 51. Be BEHAVIORS TRUTHFUL & TRUSTWORTHY Act with MORAL COURAGE Foster OPEN COMMUNICATION ENCOURAGE ethical behavior and DISCOURAGE unethical behavior 1 2 3 4
  52. 52. ASSESSMENT 4 Fostering Candor 5- BEHAVIOR Can you be constructively candid with those around you? What conversations are you avoiding? Who are you avoiding? How would you and your organization benefit if everyone talked about the crucial things needed to be successful—even though such conversations may be painful? What conversation can you have today that will put things on the table so that they can be addressed? Yes/No
  53. 53. Be TRUTHFUL & TRUSTWORTHY Act with MORAL COURAGE Foster OPEN COMMUNICATION ENCOURAGE ethical behavior and DISCOURAGE unethical behavior 5- BEHAVIOR 1 2 3 4
  54. 54. BEHAVIORS / Encourage ethical behavior VIDEO 2 Discipline No Gossip Zone http://youtu.be/OrbQsHkVQ_4
  55. 55. Be TRUTHFUL & TRUSTWORTHY Act with MORAL COURAGE Foster OPEN COMMUNICATION ENCOURAGE ethical behavior and DISCOURAGE unethical behavior BEHAVIORS 1 2 3 4
  56. 56. Gaboune- Al Suwaidan PRESSURES DRIVERS (GAS) ModelTM (2011) BEHAVIOR EMOTION COGNITION S T R E N G T H W E A K N E S S
  57. 57. Be BEHAVIORS TRUTHFUL & TRUSTWORTHY Act with MORAL COURAGE Foster OPEN COMMUNICATION ENCOURAGE ethical behavior and DISCOURAGE unethical behavior 1 2 3 4
  58. 58. BEHAVIORS / Foster Open Communication WHATis an Open Consulting Circle? ?
  59. 59. BEHAVIORS / Foster Open Communication 90 minute Structured Discussions
  60. 60. BEHAVIORS / Foster Open Communication WHY Open Consulting Circles?
  61. 61. BEHAVIORS / Foster Open Communication To resolve ethical issues in a safe environment
  62. 62. BEHAVIORS / Foster Open Communication Safe environment : Practice voicing your values without fear of retaliation
  63. 63. BEHAVIORS / Foster Open Communication HOWcan you facilitate an Open Consulting Circle?
  64. 64. BEHAVIORS / Foster Open Communication 5 STEPS
  65. 65. BEHAVIORS / Foster Open Communication 1- IDENTIFY an ethical challenge (10 mins)
  66. 66. BEHAVIORS / Foster Open Communication 2- DIAGNOSE the ethical challenge (25 mins)
  67. 67. BEHAVIORS / Foster Open Communication 3- SHARE relevant experiences and possible solutions (20 mins)
  68. 68. BEHAVIORS / Foster Open Communication 4- PRACTICE difficult conversations (20 mins)
  69. 69. BEHAVIORS / Foster Open Communication 5- SYNTHESIZE lessons learned + commitments (15 mins)
  70. 70. BEHAVIORS / Foster Open Communication 5 STEPS (90 mins) 1- IDENTIFY (10 mins) 2- DIAGNOSE (25 mins) 3- SHARE (20 mins) 4- PRACTICE (20 mins) 5- SYNTHESIZE (15 mins)
  71. 71. BEHAVIORS / Foster Open Communication 5 STEPS (90 mins) 1- IDENTIFY (10 mins) 2- DIAGNOSE (25 mins) 3- SHARE (20 mins) 4- PRACTICE (20 mins) 5- SYNTHESIZE (15 mins)
  72. 72. BEHAVIORS / Foster Open Communication How can we categorize ethical leadership challenges ?
  73. 73. BEHAVIORS / Foster Open Communication CHALLENGES in leading a team project 1 2 3 4 TEAM BUILDING TASK DELEGATION FOLLOW-UP CRISIS Performance Review IMPACT ON STAKEHOLDERS
  74. 74. BEHAVIORS / Foster Open Communication 1- IDENTIFY (10 mins) Example : How do you stand public criticism?
  75. 75. BEHAVIORS / Foster Open Communication 5 STEPS 1- IDENTIFY (10 mins) 2- DIAGNOSE (25 mins) 3- SHARE (20 mins) 4- PRACTICE (20 mins) 5- SYNTHESIZE (15 mins)
  76. 76. What would drive you to deal ethically with this sharp criticism? PRESSURES BEHAVIOR EMOTION COGNITION DRIVERS 1- DRIVERS
  77. 77. What are the Top 3 Drivers To run a business ethically ? 1- DRIVERS
  78. 78. Top 3 Drivers To lead ethically 1- DRIVERS
  79. 79. Top 3 Drivers To lead ethically 1- DRIVERS 1- Protection of brand and reputation 2-The right thing to do 3- Customer trust and loyalty
  80. 80. PRESSURES TO ACT UNETHICALLY PRESSURES BEHAVIOR EMOTION COGNITION DRIVERS Suwaidan-Gaboune ModelTM (2011) 2- PRESSURES
  81. 81. What pressures do you think could push you to react unethically? PRESSURES BEHAVIOR EMOTION COGNITION DRIVERS Suwaidan-Gaboune ModelTM (2011) 2- PRESSURES
  82. 82. What are the Top 3 Pressures To act unethically ? 2- PRESSURES
  83. 83. Top 3 Pressures To act unethically Survey conducted by the Human Resource Institute (HRI) in 2006, and commissioned by American Management Association (AMA) 2- PRESSURES
  84. 84. 2- PRESSURES Top Pressures To act unethically
  85. 85. 2 TYPES OF DILEMMAS VS RIGHT WRONG VS RIGHT RIGHT PRESSURES BEHAVIOR EMOTION COGNITION DRIVERS Suwaidan-Gaboune ModelTM (2011) 2- PRESSURES
  86. 86. DILEMMAS VS RIGHT WRONG Pressure of TEMPTATION Pressure of RETALIATION PRESSURES BEHAVIOR EMOTION COGNITION Pressure of MANIPULATION DRIVERS Suwaidan-Gaboune Model (2011) 2- PRESSURES / Right vs Wrong dilemmas
  87. 87. 2- PRESSURES / Right vs Wrong dilemmas / Temptation VS RIGHT WRONG Pressures of temptation PRESSURES BEHAVIOR EMOTION COGNITION DRIVERS Suwaidan-Gaboune Model (2011) 3 major situational factors amplify temptations to act unethically Coughlan, Richard, Connolly, Terry (2008) Investigating Unethical Decisions at work: Justification and Emotion in Dilemma Resolution; Journal of Managerial Issues, Schweitzer , Ordonez and Douma (2004) The Role of Goal Setting in Motivating Unethical Behaviour, Academy of Management Journal 47, 422-432.
  88. 88. 2- PRESSURES / Right vs Wrong dilemmas / Temptation SITUATIONAL FACTORS
  89. 89. 2- PRESSURES / Right vs Wrong dilemmas / Temptation VIDEO 2 Unethical Qualification to Soccer World Cup www.youtube.com/watch?v=jxw1-Id91lQ
  90. 90. 2- PRESSURES / Right vs Wrong dilemmas / Temptation VS RIGHT WRONG Pressures of temptation PRESSURES BEHAVIOR EMOTION COGNITION DRIVERS Suwaidan-Gaboune Model (2011) 1 Closeness to goal increases the temptation to commit the unethical act Coughlan, Richard, Connolly, Terry (2008) Investigating Unethical Decisions at work: Justification and Emotion in Dilemma Resolution; Journal of Managerial Issues, Schweitzer , Ordonez and Douma (2004) The Role of Goal Setting in Motivating Unethical Behaviour, Academy of Management Journal 47, 422-432.
  91. 91. 2- PRESSURES / Right vs Wrong dilemmas / Temptation CLOSE TO GOAL
  92. 92. 2- PRESSURES / Right vs Wrong dilemmas / Temptation VS RIGHT WRONG Pressures of temptation PRESSURES BEHAVIOR EMOTION COGNITION DRIVERS Suwaidan-Gaboune Model (2011) 2 High Stakes the bigger the gain expected from the unethical behavior, the bigger the temptation to commit it Coughlan, Richard, Connolly, Terry (2008) Investigating Unethical Decisions at work: Justification and Emotion in Dilemma Resolution; Journal of Managerial Issues, Schweitzer , Ordonez and Douma (2004) The Role of Goal Setting in Motivating Unethical Behaviour, Academy of Management Journal 47, 422-432.
  93. 93. 2- PRESSURES / Right vs Wrong dilemmas / Temptation HIGH STAKES
  94. 94. 2- PRESSURES / Right vs Wrong dilemmas / Temptation VS RIGHT WRONG Pressures of temptation PRESSURES BEHAVIOR EMOTION COGNITION DRIVERS Suwaidan-Gaboune Model (2011) 3 Low Risk of Punishment little risk of being exposed or punished for misbehaviour Coughlan, Richard, Connolly, Terry (2008) Investigating Unethical Decisions at work: Justification and Emotion in Dilemma Resolution; Journal of Managerial Issues, Schweitzer , Ordonez and Douma (2004) The Role of Goal Setting in Motivating Unethical Behaviour, Academy of Management Journal 47, 422-432.
  95. 95. 2- PRESSURES / Right vs Wrong dilemmas / Temptation NO PUNISHMENT
  96. 96. 2- PRESSURES / Right vs Wrong dilemmas / Temptation
  97. 97. 2- PRESSURES / Right vs Wrong dilemmas / Retaliation VS RIGHT WRONG Pressures of RETALIATION PRESSURES BEHAVIOR EMOTION COGNITION DRIVERS Suwaidan-Gaboune Model (2011) LATEST US SURVEY ON BUSINESS ETHICS 2009-2010
  98. 98. 2- PRESSURES / Right vs Wrong dilemmas / Manipulation Other employees gave you a cold shoulder Your supervisor or management excluded you from decisions and work activity You were verbally abused by your supervisor or someone else in management You almost lost your job You were verbally abused by other employees You were not given promotions or raises You were reallocated or reassigned Any other form of retaliation You were demoted You experienced physical harm to your person or property Source: 2009 National Business Ethics Survey, Ethics Resource Center, USA
  99. 99. 2- PRESSURES / Right vs Wrong dilemmas / Manipulation VS RIGHT WRONG Pressures of Manipulation PRESSURES BEHAVIOR EMOTION COGNITION DRIVERS Manipulators exploit the following vulnerabilities (buttons) in victims: The “disease to please” or, addiction to earning approval and acceptance from others Emotophobia (fear of negative emotion) Lack of assertiveness and ability to say no (blurry sense of identity, soft personal boundaries ) Braiker, Harriet B. (2004). Who’s Pulling Your Strings ? How to Break The Cycle of Manipulation, McGraw-Hill Suwaidan-Gaboune Model (2011) ASSESSMENT 5
  100. 100. DILEMMAS VS RIGHT RIGHT Truth or Loyalty? Short-term or Long-term? Individual or Community? Justice or Mercy? PRESSURES BEHAVIOR EMOTION COGNITION DRIVERS Suwaidan-Gaboune Model (2011) 2- PRESSURES / Right vs Right/ Dilemmas
  101. 101. PRESSURES BEHAVIOR EMOTION COGNITION DRIVERS Suwaidan-Gaboune Model (2011) 2- COGNITION What thinking processes are at play?
  102. 102. Problematic beliefs? Self-centered purpose? Lack of critical thinking? No choice? (3rd alternative) Rationalization? PRESSURES BEHAVIOR EMOTION COGNITION DRIVERS Suwaidan-Gaboune Model (2011) 3- COGNITION
  103. 103. PRESSURES BEHAVIOR EMOTION COGNITION DRIVERS Suwaidan-Gaboune Model (2011) 2- COGNITION The ultimate vaccin against extremisms
  104. 104. 23- COGNITION / Problematic Beliefs PROBLEMATIC BELIEFS Problematic beliefs can disrupt ethical reasoning and ethical action
  105. 105. 23- COGNITION / Problematic Beliefs 5 PROBLEMATIC BELIEFS 1 2 3 4 5
  106. 106. MOST COMMON PROBLEMATIC BELIEFS TO SUCCEED http://www.tgcoy.com/anxiety/beliefs-that-cause-problems.html 3- COGNITION
  107. 107. MOST COMMON PROBLEMATIC BELIEFS TO SUCCEED Would you be ready to stand up for what is right at the cost of displeasing your boss or coworkers? http://www.tgcoy.com/anxiety/beliefs-that-cause-problems.html 3- COGNITION
  108. 108. MOST COMMON PROBLEMATIC BELIEFS TO SUCCEED INSTEAD I want to be loved and approved of by God http://www.tgcoy.com/anxiety/beliefs-that-cause-problems.html 3- COGNITION
  109. 109. MOST COMMON PROBLEMATIC BELIEFS http://www.tgcoy.com/anxiety/beliefs-that-cause-problems.html 3- COGNITION
  110. 110. MOST POPULAR PROBLEMATIC BELIEFS Would you confront an unethical act you witness, or just ignore it? http://www.tgcoy.com/anxiety/beliefs-that-cause-problems.html 3- COGNITION
  111. 111. MOST COMMON PROBLEMATIC BELIEFS INSTEAD FACING A PROBLEM IS AN OPPORTUNITY TO FIX A PROBLEMATIC SITUATION 3- COGNITION
  112. 112. MOST COMMON PROBLEMATIC BELIEFS People who do things I don't approve of are bad people. http://www.tgcoy.com/anxiety/beliefs-that-cause-problems.html 3- COGNITION
  113. 113. MOST COMMON PROBLEMATIC BELIEFS INSTEAD Judge actions not people. http://www.tgcoy.com/anxiety/beliefs-that-cause-problems.html 3- COGNITION
  114. 114. MOST COMMON PROBLEMATIC BELIEFS People are either GOOD OR BAD http://www.tgcoy.com/anxiety/beliefs-that-cause-problems.html 3- COGNITION
  115. 115. MOST COMMON PROBLEMATIC BELIEFS INSTEAD Recognize good actions and condemn bad actions http://www.tgcoy.com/anxiety/beliefs-that-cause-problems.html 3- COGNITION
  116. 116. SELF / 5 STAR PERSONAL MASTERY MODEL / BELIEFS MOST COMMON PROBLEMATIC BELIEFS I HAVE TO BE PERFECT MISTAKES = INCOMPETENCE http://www.tgcoy.com/anxiety/beliefs-that-cause-problems.html 3- COGNITION
  117. 117. SELF / 5 STAR PERSONAL MASTERY MODEL / BELIEFS MOST COMMON PROBLEMATIC BELIEFS Would you lie to cover up a mistake? http://www.tgcoy.com/anxiety/beliefs-that-cause-problems.html 3- COGNITION
  118. 118. SELF / 5 STAR PERSONAL MASTERY MODEL / BELIEFS MOST COMMON PROBLEMATIC BELIEFS INSTEAD Mistakes are learning opportunities http://www.tgcoy.com/anxiety/beliefs-that-cause-problems.html 3- COGNITION
  119. 119. Care-Behavior Matrix What I believe about others They care about me They do not care about me http://www.changingminds.org/explanations/behaviors/care-behavior_matrix.htm What I believe about myself I should care for others I do not care for others Collaborator Nurturer User Independent 3- COGNITION
  120. 120. Problematic beliefs? Self-centered purpose? Lack of critical thinking? No choice? (3rd alternative) Rationalization? PRESSURES BEHAVIOR EMOTION COGNITION DRIVERS Suwaidan-Gaboune Model (2011) 3- COGNITION
  121. 121. PURPOSE 3- COGNITION Meaning given to our life that defines our higher goals
  122. 122. (personal, family, work, community…) 3- COGNITION
  123. 123. PURPOSE USE THE 5 WHYs TO DISCOVER THE ROOTED REASON BEHIND YOUR DECISIONS 3- COGNITION
  124. 124. 3- COGNITION EXAMPLES OF PURPOSES TO PLEASE GOD TO PLEASE PEOPLE TO PLEASE YOURSELF
  125. 125. Problematic beliefs? Self-centered purpose? Lack of critical thinking? No choice? (3rd alternative) Rationalization? PRESSURES BEHAVIOR EMOTION COGNITION DRIVERS Suwaidan-Gaboune Model (2011) 3- COGNITION
  126. 126. PRESSURES BEHAVIOR EMOTION COGNITION DRIVERS Suwaidan-Gaboune Model (2011) 3- COGNITION / Critical Thinking THINKING PROCESS
  127. 127. 3- COGNITION / Critical Thinking VIDEO 3 CRITICAL THINKING Don’t juge too quickly http://www.youtube.com/watch?v=v_PKUkWM9zI
  128. 128. 3- COGNITION / Critical Thinking GENERATES P PURPOSE U R P O S E (GOAL, OBJECTIVE) ALL THINKING
  129. 129. 3- COGNITION / Critical Thinking RAISES QUESTIONS (PROBLEM, ISSUE…) ALL THINKING
  130. 130. 3- COGNITION / Critical Thinking USES INFORMATION (DATA, OBSERVATIONS…) ALL THINKING
  131. 131. 3- COGNITION / Critical Thinking MAKES P U R P O S E INFERENCES (INTERPRETATIONS THAT GIVE MEANING TO OBSERVATIONS) ALL THINKING
  132. 132. 3- COGNITION / Critical Thinking SELF / 5 STAR PERSONAL MASTERY MODEL / THINKING UTILIZES P U R P O S E CONCEPTS (THEORIES, LAWS, MODELS… ) ALL THINKING
  133. 133. 3- COGNITION / Critical Thinking SELF / 5 STAR PERSONAL MASTERY MODEL / THINKING MAKES P U R P O S E ASSUMPTIONS (PRESUPPOSITIONS, TAKING THINGS FOR GRANTED) ALL THINKING
  134. 134. 3- COGNITION / Critical Thinking GENERATES P U R P O S E IMPLICATIONS (CONSEQUENCES) ALL THINKING
  135. 135. 3- COGNITION / Critical Thinking SELF / 5 STAR PERSONAL MASTERY MODEL / THINKING EMBODIES A P U R P O S E VIEWPOINT (PERSPECTIVE, FRAME OF REFERENCE) ALL THINKING
  136. 136. Problematic beliefs? Self-centered purpose? Lack of critical thinking? No choice? (3rd alternative) Rationalization? PRESSURES BEHAVIOR EMOTION COGNITION DRIVERS Suwaidan-Gaboune Model (2011) 3- COGNITION
  137. 137. 3- COGNITION No choice ? (3rd alternative) PRESSURES BEHAVIOR EMOTION COGNITION DRIVERS Suwaidan-Gaboune Model (2011) / No Choice (3rd Alternative)
  138. 138. No choice ? (3rd alternative) PRESSURES BEHAVIOR EMOTION COGNITION DRIVERS Suwaidan-Gaboune Model (2011) 3- COGNITION / No Choice (3rd Alternative)
  139. 139. 3- COGNITION Problematic beliefs? Self-centered purpose? Lack of critical thinking? No choice? (3rd alternative) Rationalization? PRESSURES BEHAVIOR EMOTION COGNITION DRIVERS Suwaidan-Gaboune Model (2011)
  140. 140. 3- COGNITION / Rationalization RATIONALIZATION JUSTIFICATION (Distortion of reality) The process of constructing a logical justification for a belief, decision, or action that was originally arrived at through a different mental process
  141. 141. 3- COGNITION / Rationalization EX: RATIONALIZING CHEATING
  142. 142. 3- COGNITION / Rationalization 12 Most Popular RATIONALIZATIONS It’s for your own good (white lies) Everybody does it (we’ve always done it this way) Who am I to judge I’m not so bad so long as others are worse It’s not my job I’m not hurting anybody It’s too important; it’s necessary It’s not important The end justifies the means I’m only human (I’m not perfect / I’m basically honest / I hardly ever lie / Just this once) It’s a stupid rule Ethics is a luxury I can’t afford right now 1 2 3 4 5 6 7 8 9 10 11 12 http://josephsoninstitute.org/business/blog/2010/12/the-dirty-dozen-twelve-common-rationalizations-and-excuses-to-avoid/
  143. 143. 3- COGNITION / Rationalization Do you rationalize? Test yourself:
  144. 144. 3- COGNITION / Rationalization Public Exposure Test Would you be comfortable if your action were to be exposed in public ?
  145. 145. 3- COGNITION / Rationalization VIDEO 4 RATIONALIZATION Employee Caught Stealing http://www.youtube.com/watch?v=wAOss2-3tok
  146. 146. 3- COGNITION / Rationalization RATIONALIZATION Ethical leaders are: 1- AWARE of their rationalizations 2- DECONSTRUCT and respond to others’ rationalizations
  147. 147. Gaboune- Al Suwaidan PRESSURES DRIVERS (GAS) ModelTM (2011) BEHAVIOR EMOTION COGNITION S T R E N G T H W E A K N E S S
  148. 148. What emotions are at play? PRESSURES BEHAVIOR EMOTION COGNITION DRIVERS 4- EMOTION
  149. 149. PRESSURES BEHAVIOR EMOTION COGNITION DRIVERS 4- EMOTION DESIRE? BENEFIT
  150. 150. MONEY! Just for Laugh Money Temptation www.youtube.com/watch?v=0I6lk47QnGQ 4- EMOTION VIDEO 5
  151. 151. PRESSURES BEHAVIOR EMOTION COGNITION DRIVERS 4- EMOTION FEAR? THREAT
  152. 152. FEAR REACTION #1 FLEE! Just For Laugh: Fear’s fleeing reaction www.youtube.com/watch?v=zzzCtQy1jFg 4- EMOTION VIDEO 6
  153. 153. PRESSURES BEHAVIOR EMOTION COGNITION DRIVERS 4- EMOTION ANGER? INJUSTICE (humiliation)
  154. 154. PRESSURES BEHAVIOR EMOTION COGNITION DRIVERS Suwaidan-Gaboune Model (2011) WEAKNESS STRENGTH DESIRE to be admired / accepted DESIRE to learn the truth and to grow FEAR of dipleasing others / endangering career advancement FEAR of becoming deaf to relevant criticism and pursuing a destructive path. (unable to distinguish right from wrong) ANGER at critics whom you see as unjust attackers who seek to humiliate you publicly ANGER for the right of freedom of critical expression 4- EMOTION
  155. 155. Gaboune- Al Suwaidan PRESSURES DRIVERS (GAS) ModelTM (2011) BEHAVIOR EMOTION COGNITION S T R E N G T H W E A K N E S S
  156. 156. What behaviors are at play? PRESSURES BEHAVIOR EMOTION COGNITION DRIVERS Suwaidan-Gaboune Model (2011) 5- BEHAVIOR
  157. 157. Be TRUTHFUL & TRUSTWORTHY Act with MORAL COURAGE Foster OPEN COMMUNICATION ENCOURAGE ethical behavior and DISCOURAGE unethical behavior 5- BEHAVIOR 1 2 3 4
  158. 158. PRESSURES BEHAVIOR EMOTION COGNITION DRIVERS 1- Be truthful and trustworthy WEAKNESS STRENGTH Denying true facts Recognizing each true fact and denying only false ones Saying half-truths Always telling the truth Not shouldering responsibility for own actions Taking full responsibility of the consequences of your actions 5- BEHAVIOR
  159. 159. PRESSURES BEHAVIOR EMOTION COGNITION DRIVERS 2-Act with moral courage WEAKNESS STRENGTH Avoid criticizing people of authority because you fear their eventual retaliation, and focus only on the people who have less power. Boldly defend a point of view you believe is fair even if you risk displeasing people who can retaliate. 5- BEHAVIOR
  160. 160. PRESSURES BEHAVIOR EMOTION COGNITION DRIVERS 3-Foster Open Communication WEAKNESS STRENGTH Interrupting Listening to understand Denying mistakes Admitting mistakes Using personal attacks Embracing critics, Disagreeing respectfully Refusing to change one’s own position Offering 3rd alternatives 5- BEHAVIOR
  161. 161. PRESSURES BEHAVIOR EMOTION COGNITION DRIVERS 4-Encourage ethical behavior and discourage unethical behavior WEAKNESS STRENGTH Not recognizing or rewarding respectful critics Thanking the critics Not confronting disrespectful ways of talking about other people Suggesting more respectful ways to express criticism in the future. 5- BEHAVIOR
  162. 162. 5 STEPS 1- IDENTIFY (10 mins) 2- DIAGNOSE (25 mins) 3- SHARE (20 mins) 4- PRACTICE (20 mins) 5- SYNTHESIZE (15 mins)
  163. 163. 5 STEPS 1- IDENTIFY (10 mins) 2- DIAGNOSE (25 mins) 3- SHARE (20 mins) 4- PRACTICE (20 mins) 5- SYNTHESIZE (15 mins)
  164. 164. PRACTICE Tough conversations 1- Demo role play 2- One 2 One + Feedforward
  165. 165. 5 STEPS 1- IDENTIFY (10 mins) 2- DIAGNOSE (25 mins) 3- SHARE (20 mins) 4- PRACTICE (20 mins) 5- SYNTHESIZE (15 mins)
  166. 166. GROUP ACTIVITY List the top 3 ethical leadership challenges that make or break trust / commitment in each of the 4 steps 1 2 3 4 TEAM BUILDING TASK DELEGATION FOLLOW-UP (CRISIS) Performance Review IMPACT ON STAKEHOLDERS
  167. 167. GROUP ACTIVITY 1 2 3 4 TEAM BUILDING TASK DELEGATION FOLLOW-UP (CRISIS) ACHIEVEM ENT Task dispatching Goal-setting Ressource-allocation Mistakes Bad behavior Demotivation Feedback Recognition Casting Engagement IMPACT ON STAKEHOLDERS
  168. 168. 1 2 3 4 TEAM BUILDING TASK DELEGATION FOLLOW-UP CRISIS ACHIEVEM ENT Task dispatching Goal-setting Ressource allocation Mistakes Bad behavior Demotivation Feedback Recognition Casting Engagement IMPACT ON STAKEHOLDERS 1-Ex: Casting the team How can you be fair in selecting team members? (tendency to choose people that resemble us, yes men…) How to communicate the decision to co-workers who were not chosen for the project?
  169. 169. GLOBAL ORGANIZATION TEAM 4 3 2 1 SELF
  170. 170. ETHICAL LEADERSHIP AMBASSADOR TRAININGTM www.ethical-leaders.com www.ethical-leaders.com Youssef Gaboune B.Eng., M.Sc. Founder, Ethical Leaders y.gaboune@gmail.com
  171. 171. GLOBAL ORGANIZATION TEAM SELF
  172. 172. TEAM/ HOW TO BUILD ETHICAL TEAMS ?
  173. 173. TEAM/ To enable leaders to : TO CREATE AND MAINTAIN AN ETHICAL TEAM CLIMATE GOAL
  174. 174. TEAM/ PROBLEM Teams may suffer from pressures (ex: conformity) that could prevent members to act ethically or to raise ethical issues.
  175. 175. TEAM/ CONTENT 1- Why Ethical Teams? 2- Team Trust Assessment 3-3Team dysfunctions 3.1 Cognitive 3.2 Emotional 3.3 Behavioral 4- Steps to build ethical teams
  176. 176. TEAM / WHY ETHICAL TEAMS ? Teams have the potential to make better choices than individuals
  177. 177. TEAM / WHY ETHICAL TEAMS ? Top-level executives spend on average 21 weeks / year in team work (committees, task forces and other small settings) Johnson C.E, Meeting the ethical challenges of leadership, Sage Publications, Inc; 3rd edition (July 23, 2008) p.216 Rothwell J.D., (1998) In mixed company: Small group communication (3rd ed.) Fort Worth, TX: Harcourt Brace, p.2.
  178. 178. TEAM / WHY ETHICAL TEAMS ? Variety of perspectives Challenge questionable assumptions More carefully reasoned and defensible decisions
  179. 179. TEAM / WHY ETHICAL TEAMS ? Why Do Leaders FAIL to Practice Shura/Consulting?
  180. 180. TEAM / WHY ETHICAL TEAMS ? 4 MAIN REASONS
  181. 181. TEAM / WHY ETHICAL TEAMS ? SHURA FAILURE 1/3 Leaders don’t know how to conduct it successfully Contradicting opinions + Emotional reactions + External Pressures
  182. 182. TEAM / WHY ETHICAL TEAMS ? SHURA FAILURE 2/3 Leaders’ Overconfidence ‘‘I know/care more than others’’
  183. 183. TEAM / WHY ETHICAL TEAMS ? SHURA FAILURE 3/3 Leaders Believe It is Not necessary ‘‘ What’s the value of it?’’
  184. 184. TEAM/ CONTENT 1- Why Ethical Teams? 2- Team Trust Assessment 3-3Team dysfunctions 3.1 Cognitive 3.2 Emotional 3.3 Behavioral 4- Steps to build ethical teams
  185. 185. TEAM / TEAM TRUST ASSESSMENT TEAM TRUST ASSESSMENT
  186. 186. TEAM / ASSESSMENT 6 Rate yourself on the following trust factors, using a scale of 1 to 5 (1 = not at all, 2 = below average, 3 = average, 4 = above average, and 5 = role model). You can also use the Trust Index to have others assess you. Based on Chapter 20, “Leading in Turbulent Times” in The ASTD Leadership Handbook, edited by Elaine Biech, © 2010 ASTD
  187. 187. TEAM / TEAM TRUST ASSESSMENT 45-50 Role Model: Explore opportunities to teach others 40-44 Above Average: Explore opportunities to leverage strengths 35-49 Average: Explore opportunities for development <35 Need to undertake serious efforts to change some wrong beliefs and behaviours (support advised)
  188. 188. TEAM/ CONTENT 1- Why Ethical Teams? 2- Team Trust Assessment 3-3Team dysfunctions 3.1 Cognitive 3.2 Emotional 3.3 Behavioral 4- Steps to build ethical teams
  189. 189. TEAM / ETHICAL DECISION MAKING / 3 DYSFUNCTIONS FACTORS INFLUENCE ETHICAL DECISION MAKING Coughlan, Richard, Connolly and Terry, Invetigating Unethical Decisions at work: Justification and Emotion in Dilemma Resolution, Journal of Managerial Issues, 2008. Shweitzer, Ordonez and Douma, The Role of Goal Setting in Motivating Unethical Behaviour, Academy of Management Journal 47, 422- 432, 2004.
  190. 190. TEAM / ETHICAL DECISION MAKING / 3 DYSFUNCTIONS FACTORS COGNITIVE EMOTIONAL BEHAVIORAL Coughlan, Richard, Connolly and Terry, Invetigating Unethical Decisions at work: Justification and Emotion in Dilemma Resolution, Journal of Managerial Issues, 2008. Shweitzer, Ordonez and Douma, The Role of Goal Setting in Motivating Unethical Behaviour, Academy of Management Journal 47, 422- 432, 2004.
  191. 191. TEAM/ CONTENT 1- Why Ethical Teams? 2- Team Trust Assessment 3-3Team dysfunctions 3.1 Cognitive 3.2 Emotional 3.3 Behavioral 4- Steps to build ethical teams
  192. 192. TEAM / ETHICAL DECISION MAKING / 3 DYSFUNCTIONS FACTORS COGNITIVE EMOTIONAL BEHAVIORAL Coughlan, Richard, Connolly and Terry, Invetigating Unethical Decisions at work: Justification and Emotion in Dilemma Resolution, Journal of Managerial Issues, 2008. Shweitzer, Ordonez and Douma, The Role of Goal Setting in Motivating Unethical Behaviour, Academy of Management Journal 47, 422- 432, 2004.
  193. 193. TEAM / ETHICAL DECISION MAKING / 3 DYSFUNCTIONS /COGNITIVE COGNITIVE GROUPTHINK FALSE AGREEMENT POLARIZATION (Comments and strategies to overcome each dysfunction in the notes section)
  194. 194. STEELAFM / /W HEYT HPEICRASLO DNEACLI SMIOANST MERAYK I?N /G T /E M3 DPTYASTFIUONNCST IONS /COGNITIVE VIDEO GroupThink (pressure to conform to the group) Funny hidden camera http://www.youtube.com/watch?v=TS7P-eo-COo
  195. 195. TEAM / ETHICAL DECISION MAKING / 3 FACTORS /COGNITIVE GROUPTHINK Putting unanimous agreement ahead of reasoned problem solving Social psychologist Irving Janis
  196. 196. TEAM / ETHICAL DECISION MAKING / 3 FACTORS /COGNITIVE GROUPTHINK High Risk of Ineffective + Unethical Decisions Janis I. Groupthink: The problems of conformity
  197. 197. TEAM / ETHICAL DECISION MAKING / 3 DYSFUNCTIONS /COGNITIVE Groupthink 3 Symptoms A) Overconfidence B) Close-Mindedness C) Group pressure
  198. 198. STEELAFM / /W HEYT HPEICRASLO DNEACLI SMIOANST MERAYK I?N /G T /E M3 DPTYASTFIUONNCST IONS /COGNITIVE VIDEO Asch Experiment http://www.youtube.com/watch?v=iRh5qy09nNw
  199. 199. TEAM / ETHICAL DECISION MAKING / 3 DYSFUNCTIONS /COGNITIVE COGNITIVE GROUPTHINK FALSE AGREEMENT POLARIZATION
  200. 200. TEAM / ETHICAL DECISION MAKING / 3 FACTORS /COGNITIVE FALSE AGREEMENT (Abylene Paradox) Doing something that no team member wants to do because of a breakdown of intra-group communication
  201. 201. TEAM / ETHICAL DECISION MAKING / 3 FACTORS /COGNITIVE COGNITIVE GROUPTHINK FALSE AGREEMENT POLARIZATION
  202. 202. TEAM / ETHICAL DECISION MAKING / 3 FACTORS /COGNITIVE POLARIZATION Framing differences as disagreements One side (‘’The Good’’) must win out over all other sides (‘’The Bad’’).
  203. 203. TEAM / ETHICAL DECISION MAKING / 3 DYSFUNCTIONS /COGNITIVE COGNITIVE GROUPTHINK FALSE AGREEMENT POLARIZATION
  204. 204. TEAM /ETHICAL DECISION MAKING / 3 FACTORS / EMOTIONAL CHALLENGE Imagine facing one of the 3 team cognitive dysfunctions (groupthink, false agreement, polarization). How would you diagnose and overcome these dysfunctions.
  205. 205. TEAM/ CONTENT 1- Why Ethical Teams? 2- Team Trust Assessment 3-3Team dysfunctions 3.1 Cognitive 3.2 Emotional 3.3 Behavioral 4- Steps to build ethical teams
  206. 206. TEAM / ETHICAL DECISION MAKING / 3 DYSFUNCTIONS FACTORS COGNITIVE EMOTIONAL BEHAVIORAL Coughlan, Richard, Connolly and Terry, Invetigating Unethical Decisions at work: Justification and Emotion in Dilemma Resolution, Journal of Managerial Issues, 2008. Shweitzer, Ordonez and Douma, The Role of Goal Setting in Motivating Unethical Behaviour, Academy of Management Journal 47, 422- 432, 2004.
  207. 207. TEAM /ETHICAL DECISION MAKING / 3 DYSFUNCTIONS / EMOTIONAL Emotional Intelligence in Teams include Individual Emotional Intelligence Team Social Interactions + Rapisarda, B. ‘’ The impact of Emotional Intelligence on Work Team Cohesiveness and Performance.’’ International Journal of Organizational Analysis, 2002, 10(4), 21-40
  208. 208. TEAM /ETHICAL DECISION MAKING / 3 DYSFUNCTIONS / EMOTIONAL
  209. 209. TEAM /ETHICAL DECISION MAKING / 3 DYSFUNCTIONS / EMOTIONAL EMOTIONAL CONTAGION 12 Angry Men (1957)
  210. 210. TEAM /ETHICAL DECISION MAKING / 3 DYSFUNCTIONS / EMOTIONAL (Hughes and Terrell, 2007) SKILLS for developping emotional intelligence in teams
  211. 211. TEAM /ETHICAL DECISION MAKING / 3 DYSFUNCTIONS / EMOTIONAL 1/ 7 Developping a Team Identity (Common purpose)
  212. 212. TEAM /ETHICAL DECISION MAKING / 3 DYSFUNCTIONS / EMOTIONAL 2/ 7 Creating and Harnessing Motivation (Drive that enable teams to achieve)
  213. 213. TEAM /ETHICAL DECISION MAKING / 3 DYSFUNCTIONS / EMOTIONAL 3/ 7 Emotional Awareness (Ability to read one another and respond to how others feel)
  214. 214. TEAM /ETHICAL DECISION MAKING / 3 DYSFUNCTIONS / EMOTIONAL 4/ 7 Communication (Ability to listen and talk effectively to one another)
  215. 215. TEAM /ETHICAL DECISION MAKING / 3 DYSFUNCTIONS / EMOTIONAL 5/ 7 Stress tolerance (Building strong relationships to overcome challenges)
  216. 216. TEAM /ETHICAL DECISION MAKING / 3 DYSFUNCTIONS / EMOTIONAL 6/ 7 Conflict resolution (Developping capabilities to address the inevitable team conflicts)
  217. 217. TEAM /ETHICAL DECISION MAKING / 3 DYSFUNCTIONS / EMOTIONAL 7/ 7 Positive Mood (Cultivating optimism that encourages a can-do attitude, curiosity and hopefulness)
  218. 218. TEAM /ETHICAL DECISION MAKING / 3 DYSFUNCTIONS / EMOTIONAL CHALLENGE How would you re-motivate a demotivated constituent?
  219. 219. TEAM /ETHICAL DECISION MAKING / 3 DYSFUNCTIONS / EMOTIONAL CHALLENGE What would you do if you were pressured to act unethically? Your boss pressures you to modify the numbers in a report to be submitted to the top management or to overestimate your consulting fees to a client…
  220. 220. TEAM /ETHICAL DECISION MAKING / 3 DYSFUNCTIONS / EMOTIONAL CHALLENGE Share a situation where you succeeded to voice your ethical concerns despite pressures What made the situation difficult (stakes)? What were the justifications expressed (rationalizations)? What gave you the strength and motivation to act?
  221. 221. TEAM/ CONTENT 1- Why Ethical Teams? 2- Team Trust Assessment 3-3Team dysfunctions 3.1 Cognitive 3.2 Emotional 3.3 Behavioral 4- Steps to build ethical teams
  222. 222. TEAM / ETHICAL DECISION MAKING / 3 FACTORS FACTORS COGNITIVE EMOTIONAL BEHAVIORAL Coughlan, Richard, Connolly and Terry, Invetigating Unethical Decisions at work: Justification and Emotion in Dilemma Resolution, Journal of Managerial Issues, 2008. Shweitzer, Ordonez and Douma, The Role of Goal Setting in Motivating Unethical Behaviour, Academy of Management Journal 47, 422- 432, 2004.
  223. 223. TEAM /ETHICAL DECISION MAKING / 3 DYSFUNCTIONS / BEHAVIORAL UNETHICAL BEHAVIORS IN TEAMS Sourcebooks, 2nd edition, 2009
  224. 224. TEAM /ETHICAL DECISION MAKING / 3 DYSFUNCTIONS / BEHAVIORAL 4TYPES 1 2 3 4
  225. 225. TEAM /ETHICAL DECISION MAKING / 3 DYSFUNCTIONS / BEHAVIORAL SCREAMING MIMI
  226. 226. SCREAMING MIMI TEAM /ETHICAL DECISION MAKING / 3 DYSFUNCTIONS / BEHAVIORAL SCREAMING MIMI / TACTICS Yells, screams, curses
  227. 227. SCREAMING MIMI TEAM /ETHICAL DECISION MAKING / 3 DYSFUNCTIONS / BEHAVIORAL SCREAMING MIMI / TACTICS Controls through fear and intimidation
  228. 228. SCREAMING MIMI TEAM /ETHICAL DECISION MAKING / 3 DYSFUNCTIONS / BEHAVIORAL SCREAMING MIMI / TACTICS Constantly interrupts the target during meetings
  229. 229. SCREAMING MIMI TEAM /ETHICAL DECISION MAKING / 3 DYSFUNCTIONS / BEHAVIORAL SCREAMING MIMI / TACTICS Bombast masks incompetence
  230. 230. SCREAMING MIMI TEAM /ETHICAL DECISION MAKING / 3 DYSFUNCTIONS / BEHAVIORAL SCREAMING MIMI / HANDLING SYSTEM REPEAT SILENTLY: ‘’ YOU ARE NOT A THREAT TO ME’’
  231. 231. SCREAMING MIMI TEAM /ETHICAL DECISION MAKING / 3 DYSFUNCTIONS / BEHAVIORAL SCREAMING MIMI / HANDLING SYSTEM REPEAT SILENTLY: ‘’ HEAR THE VALUABLE STUFF. IGNORE THE ANGER’’
  232. 232. SCREAMING MIMI TEAM /ETHICAL DECISION MAKING / 3 DYSFUNCTIONS / BEHAVIORAL SCREAMING MIMI / HANDLING SYSTEM Practice telling this: ‘’You have no right to talk to me like that’’
  233. 233. SCREAMING MIMI TEAM /ETHICAL DECISION MAKING / 3 DYSFUNCTIONS / BEHAVIORAL SCREAMING MIMI / HANDLING SYSTEM Practice telling this: ‘‘I respect people and I don’t accept any disrespect’’
  234. 234. TEAM /ETHICAL DECISION MAKING / 3 DYSFUNCTIONS / BEHAVIORAL 4 TYPES 1 2 3 4
  235. 235. TEAM /ETHICAL DECISION MAKING / 3 DYSFUNCTIONS / BEHAVIORAL CONSTANT CRITIC CONSTANT CRITIC
  236. 236. TEAM /ETHICAL DECISION MAKING / 3 DYSFUNCTIONS / BEHAVIORAL CONSTANT CRITIC CONSTANT CRITIC / TACTICS Extremely negative + Perfectionist + Liar
  237. 237. TEAM /ETHICAL DECISION MAKING / 3 DYSFUNCTIONS / BEHAVIORAL CONSTANT CRITIC CONSTANT CRITIC / TACTICS Satisfies her need to control with obsession over others performance.
  238. 238. TEAM /ETHICAL DECISION MAKING / 3 DYSFUNCTIONS / BEHAVIORAL CONSTANT CRITIC CONSTANT CRITIC / TACTICS Makes unreasonable demands for work with impossible deadlines
  239. 239. TEAM /ETHICAL DECISION MAKING / 3 DYSFUNCTIONS / BEHAVIORAL CONSTANT CRITIC CONSTANT CRITIC / TACTICS Applies disproportionate pressure
  240. 240. TEAM /ETHICAL DECISION MAKING / 3 DYSFUNCTIONS / BEHAVIORAL CONSTANT CRITIC CONSTANT CRITIC / TACTICS expects perfection
  241. 241. TEAM /ETHICAL DECISION MAKING / 3 FACTORS / BEHAVIORAL CONSTANT CRITIC CONSTANT CRITIC / TACTICS Constant haranguing about the Target’s ‘’incompetence’’
  242. 242. TEAM /ETHICAL DECISION MAKING / 3 FACTORS / BEHAVIORAL CONSTANT CRITIC CONSTANT CRITIC / TACTICS Plays on your desire to please the boss
  243. 243. TEAM /ETHICAL DECISION MAKING / 3 FACTORS / BEHAVIORAL CONSTANT CRITIC CONSTANT CRITIC / TACTICS Loved by senior management because she ‘’gets people to produce’’.
  244. 244. TEAM /ETHICAL DECISION MAKING / 3 DYSFUNCTIONS / BEHAVIORAL CONSTANT CRITIC CONSTANT CRITIC / TACTICS She is extremely resistant to change and you will never be able to satisfy her.
  245. 245. TEAM /ETHICAL DECISION MAKING / 3 FACTORS / BEHAVIORAL CONSTANT CRITIC CONSTANT CRITIC / TACTICS Why does she act like that?
  246. 246. TEAM /ETHICAL DECISION MAKING / 3 FACTORS / BEHAVIORAL CONSTANT CRITIC CONSTANT CRITIC / TACTICS May have experienced humiliation with extremely critical authority figures (father, teacher, boss….)
  247. 247. TEAM /ETHICAL DECISION MAKING / 3 FACTORS / BEHAVIORAL CONSTANT CRITIC CONSTANT CRITIC / HANDLING SYSTEM HUMOUR ! ‘‘Thank God! My life would not be incomplete without your criticism’’
  248. 248. TEAM /ETHICAL DECISION MAKING / 3 DYSFUNCTIONS / BEHAVIORAL CONSTANT CRITIC CONSTANT CRITIC / HANDLING SYSTEM GET A 2nd OPINION From someone you trust about your work and her criticism
  249. 249. TEAM /ETHICAL DECISION MAKING / 3 FACTORS / BEHAVIORAL 4 TYPES 1 2 3 4
  250. 250. TEAM /ETHICAL DECISION MAKING / 3 FACTORS / BEHAVIORAL CONSTANT CRITIC TWO-HEADED SNAKE
  251. 251. TEAM /ETHICAL DECISION MAKING / 3 FACTORS / BEHAVIORAL TWO HEADED SNAKE / TACTICS Operates behind closed doors
  252. 252. TEAM /ETHICAL DECISION MAKING / 3 DYSFUNCTIONS / BEHAVIORAL TWO HEADED SNAKE / TACTICS Assassinates reputation with higher-ups
  253. 253. TEAM /ETHICAL DECISION MAKING / 3 FACTORS / BEHAVIORAL TWO HEADED SNAKE / TACTICS Passive, aggressive, indirect
  254. 254. TEAM /ETHICAL DECISION MAKING / 3 FACTORS / BEHAVIORAL TWO HEADED SNAKE / TACTICS dishonest style of dealing with people and issues.
  255. 255. TEAM /ETHICAL DECISION MAKING / 3 FACTORS / BEHAVIORAL TWO HEADED SNAKE / TACTICS ‘’Friendliness’’ serves only to lower your barriers
  256. 256. TEAM /ETHICAL DECISION MAKING / 3 DYSFUNCTIONS / BEHAVIORAL TWO HEADED SNAKE / TACTICS Satisfies her need for control by managing the image of the target in other people’s minds
  257. 257. TEAM /ETHICAL DECISION MAKING / 3 DYSFUNCTIONS / BEHAVIORAL TWO HEADED SNAKE / HANDLING SYSTEM Enlist supporters among trusted colleagues
  258. 258. TEAM /ETHICAL DECISION MAKING / 3 DYSFUNCTIONS / BEHAVIORAL TWO HEADED SNAKE / HANDLING SYSTEM Don’t wait too long to bring up the problem
  259. 259. TEAM /ETHICAL DECISION MAKING / 3 DYSFUNCTIONS / BEHAVIORAL TWO HEADED SNAKE / HANDLING SYSTEM Resist lowering yourself into a nasty street fight.
  260. 260. TEAM /ETHICAL DECISION MAKING / 3 DYSFUNCTIONS / BEHAVIORAL TWO HEADED SNAKE / HANDLING SYSTEM Strongly and respectfully express what you consider unacceptable behaviour
  261. 261. TEAM /ETHICAL DECISION MAKING / 3 FACTORS / BEHAVIORAL TWO HEADED SNAKE / HANDLING SYSTEM Ask for as much clarification as possible regarding the tasks and information you share with him.
  262. 262. TEAM /ETHICAL DECISION MAKING / 3 FACTORS / BEHAVIORAL TWO HEADED SNAKE / HANDLING SYSTEM Your demand for clarity will frustrate the person (who is clouding every interaction).
  263. 263. TEAM /ETHICAL DECISION MAKING / 3 FACTORS / BEHAVIORAL TWO HEADED SNAKE / HANDLING SYSTEM The snake’s deviousness can then be revealed to her supporters and enemies.
  264. 264. TEAM /ETHICAL DECISION MAKING / 3 DYSFUNCTIONS / BEHAVIORAL 4 TYPES 1 2 3 4
  265. 265. TEAM /ETHICAL DECISION MAKING / 3 FACTORS / BEHAVIORAL GATE KEEPER
  266. 266. TEAM /ETHICAL DECISION MAKING / 3 DYSFUNCTIONS / BEHAVIORAL GATE KEEPER / TACTICS Plays the game of exclusion (most popular bullying games) (Meetings, emails, work progress, events…)
  267. 267. TEAM /ETHICAL DECISION MAKING / 3 DYSFUNCTIONS / BEHAVIORAL GATE KEEPER / TACTICS Plays the game of exclusion (Meetings, emails, work progress, events…)
  268. 268. TEAM /ETHICAL DECISION MAKING / 3 DYSFUNCTIONS / BEHAVIORAL GATE KEEPER / TACTICS To make you feel invalidated and worthless
  269. 269. TEAM /ETHICAL DECISION MAKING / 3 DYSFUNCTIONS / BEHAVIORAL GATE KEEPER / TACTICS To make you feel invalidated and worthless
  270. 270. TEAM /ETHICAL DECISION MAKING / 3 DYSFUNCTIONS / BEHAVIORAL GATE KEEPER / TACTICS Her need to control: Puts herself in the middle of everything.
  271. 271. TEAM /ETHICAL DECISION MAKING / 3 DYSFUNCTIONS / BEHAVIORAL GATE KEEPER / HANDLING SYSTEM Try to recall why has this person changed
  272. 272. TEAM /ETHICAL DECISION MAKING / 3 DYSFUNCTIONS / BEHAVIORAL GATE KEEPER / HANDLING SYSTEM Try to take her perspective
  273. 273. TEAM /ETHICAL DECISION MAKING / 3 DYSFUNCTIONS / BEHAVIORAL GATE KEEPER / HANDLING SYSTEM Try to understand the situation with trusted colleagues
  274. 274. TEAM /ETHICAL DECISION MAKING / 3 DYSFUNCTIONS / BEHAVIORAL 4 TYPES 1 2 3 4
  275. 275. TEAM / CHALLENGES CHALLENGE Split the group in teams. Every team can role play a leader confronting one of the unethical types of behaviors.
  276. 276. TEAM/ CONTENT 1- Why Ethical Teams? 2- Team Trust Assessment 3-3Team dysfunctions 3.1 Cognitive 3.2 Emotional 3.3 Behavioral 4- Steps to build ethical teams
  277. 277. TEAM / BUILDING STEPS STEPS TO BUILD ETHICAL TEAMS
  278. 278. TEAM / BUILDING STEPS 1/ 5 RECRUIT Ethical Team Members
  279. 279. TEAM / BUILDING STEPS 2/ 5 AGREE on ways to deal with conflicts
  280. 280. TEAM / BUILDING STEPS 3/ 5 CONSULT team members openly and honestly
  281. 281. TEAM / BUILDING STEPS 4/ 5 REWARD (and Discipline) (un)ethical behaviors
  282. 282. TEAM / BUILDING STEPS 5/ 5 SURVEY perceptions of honesty and fairness among team members
  283. 283. TEAM / CHALLENGES CHALLENGE How would you communicate ethical standards to your new team?
  284. 284. GLOBAL ORGANIZATION TEAM SELF
  285. 285. ETHICAL LEADERSHIP AMBASSADOR TRAININGTM www.ethical-leaders.com www.ethical-leaders.com Youssef Gaboune B.Eng., M.Sc. Founder, Ethical Leaders y.gaboune@gmail.com
  286. 286. GLOBAL ORGANIZATION TEAM SELF
  287. 287. ORGANIZATION / CHALLENGE CHALLENGE You witness an unethical behaviour in your organization , do you : A) Confront it immediately? B) Report it? C) Ignore it ? How should one decide how to confront an unethical behavior at work ? (Any rule of thumb to avoid too much hesitation?)
  288. 288. ORGANIZATION / HOW TO BUILD ETHICAL ORGANIZATIONS ?
  289. 289. ORGANIZATION / GOALS -To know the most important factors that shape an ethical organizational culture -Get an action framework to transform the components of organizations to make them more ethical.
  290. 290. ORGANIZATION / OUTLINE 5.1 Organizational Ethical Leadership Assessment (Kienan Institute Survey) 5.2 Research Findings on Organizational Ethical Cultures (National Business Ethics Survey) 5.3 Steps for building an ethical organization
  291. 291. ORGANIZATION / OUTLINE 5.1 Organizational Ethical Leadership Assessment (Kienan Institute Survey) 5.2 Research Findings on Organizational Ethical Cultures (National Business Ethics Survey) 5.3 Steps for building an ethical organization
  292. 292. ORGANIZATION / ASSESSMENT ASSESSMENT 7 ORGANIZATIONAL ETHICAL LEADERSHIP ASSESSMENT KIENAN INSTITUTE SURVEY CLICK ON THE LINK BELOW TO TAKE THE ASSESSMENT : http://kenan.ethics.duke.edu/measureup/
  293. 293. JAY GALBRAITH ORGANIZATION / DESIGN CHECKPOINTS Dr. Jay GALBRAITH Professor Emeritus at the International Institute for Management Development(IMD) Previously at: Wharton School of Business (University of Pennsylvania) Sloan School of Management (MIT)
  294. 294. ORGANIZATION / DESIGN CHECKPOINTS GALBRAITH’S MODEL FOR ORGANIZATIONAL DESIGN
  295. 295. ORGANIZATION / DESIGN CHECKPOINTS GALBRAITH’S MODEL MODIFIED ETHICAL LEADERS ETHICAL ETHICAL ETHICAL ETHICAL ETHICAL
  296. 296. ORGANIZATION / DESIGN CHECKPOINTS DOES YOUR ORGANIZATION HAVE… ETHICAL LEADERS ETHICAL ETHICAL ETHICAL ? ETHICAL ETHICAL ? ? ? ? ?
  297. 297. ORGANIZATION / OUTLINE 5.1 Organizational Ethical Leadership Assessment (Kienan Institute Survey) 5.2 Research Findings on Organizational Ethical Cultures (National Business Ethics Survey) 5.3 Steps for building an ethical organization
  298. 298. ORGANIZATION / ETHICAL CULTURE HOW TOASSESS the strength of an organization’s ETHICAL CULTURE ?
  299. 299. ORGANIZATION / ETHICAL CULTURE LATEST US SURVEY ON BUSINESS ETHICS 2009-2010
  300. 300. ORGANIZATION / ETHICAL CULTURE ETHICAL CULTURES’ COMPONENTS
  301. 301. ORGANIZATION / ETHICAL CULTURE 1/ 4 ETHICAL LEADERHIP (‘TONE AT THE TOP’)
  302. 302. ORGANIZATION / ETHICAL CULTURE 2 / 4 SUPERVISOR REINFORCEMENT (How supervisors walk the top leadership’s talk)
  303. 303. ORGANIZATION / ETHICAL CULTURE 3 / 4 PEER COMMITMENT (Finding support in ‘doing the right thing’ among coworkers)
  304. 304. ORGANIZATION / ETHICAL CULTURE 4 / 4 EMBEDDED ETHICAL VALUES (‘How we do things around here’ in daily activities)
  305. 305. ORGANIZATION / ETHICAL CULTURE ETHICAL LEADERHIP +++ = SUPERVISOR REINFORCEMENT PEER COMMITMENT EMBEDDED ETHICAL VALUES ETHICAL CULTURE
  306. 306. ORGANIZATION / ETHICAL CULTURE STUDY MEASURES EMPLOYEES’ PERCEPTION OF Open and Honest Communication Positive Ethical Role Modeling Accountability
  307. 307. ORGANIZATION / ETHICAL CULTURE USING 2 INDICES 1- TOP MANAGEMENT CULTURE INDEX 2- SUPERVISOR CULTURE INDEX
  308. 308. ORGANIZATION / ETHICAL CULTURE The strongest correlations between employee engagement and ethical culture involve the Top Management Culture and Supervisor Culture Indices Source: 2009 National Business Ethics Survey, Ethics Resource Center, USA
  309. 309. ORGANIZATION / OUTLINE 5.1 Organizational Ethical Leadership Assessment (Kienan Institute Survey) 5.2 Research Findings on Organizational Ethical Cultures (National Business Ethics Survey) 5.3 Steps for building an ethical organization
  310. 310. ORGANIZATION / BUILDING STEPS STEPS TO BUILD ETHICAL ORGANIZATIONS
  311. 311. ORGANIZATION / BUILDING STEPS /6 Hire/Appoint ethical leaders (Fire unethical leaders, even if they are performant)
  312. 312. ORGANIZATION / BUILDING STEPS /6 A Strategic Plan’s Objective
  313. 313. ORGANIZATION / BUILDING STEPS /6 Set up ethical processes
  314. 314. ORGANIZATION / BUILDING STEPS /6 Ethical talent management and leadership development programs
  315. 315. ORGANIZATION / BUILDING STEPS /6 A culture of rewarding the ethical employees and firing the unethical ones
  316. 316. ORGANIZATION / BUILDING STEPS /6 Independant surveys to assess trust and ethics levels among employees / customers
  317. 317. ORGANIZATION / BUILDING STEPS BUILD ETHICAL ORGANIZATIONS Check list 1- Do you currently have an established code of conduct? 2- Do you offer training, and if so, is it an ongoing process and not just a single event? 3- How current is your training and code of conduct? 4- Do you currently have an external reporting mechanism for whistle-blowing? 5- Do you have the necessary tools to sustain this mechanism? 7- Do you enforce your guidelines and take action on infractions? 8- Are your employees aware of the items noted above? __ __ __ __ __ __ __ __
  318. 318. GLOBAL / MEDIA VIDEO ETHICAL LEADERSHIP IS COOL (Viral Video) http://www.youtube.com/watch?v=uUIlF9TEg2E
  319. 319. ETHICAL LEADERSHIP AMBASSADOR TRAININGTM www.ethical-leaders.com www.ethical-leaders.com Youssef Gaboune B.Eng., M.Sc. Founder, Ethical Leaders y.gaboune@gmail.com

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