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Ethical Leadership


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Developing ethical leadership in today's corporate work space

Published in: Business, Spiritual
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Ethical Leadership

  1. 1. Ethical Leadership - Deepak Khaire Vivekananda Kendra, Kanyakumari
  2. 2. <ul><li>Ethics is knowing the difference between what you have a right to do and what is right to do.  </li></ul><ul><li>Ethics or simple honesty is the building blocks upon which our whole society is based, and business is a part of our society, and it's integral to the practice of being able to conduct business, that you have a set of honest standards. </li></ul><ul><li>Ethics defined </li></ul>
  3. 3. Ethics in Indian Culture <ul><li>Ahimsa  -- Non-violence.   Not harming other people or other sentient beings.   Not harming onesself.   Not harming the environment.   Tolerance even for that which we dislike.   Not speaking that which, even though truthful, would injure others. </li></ul><ul><li>Satya  -- Truthfulness.   Note that sometimes we may know our words are literally true, but do not convey what we know to be truthful.   This is a child's game.   Satya means not intending to deceive others in our thoughts, as well as our words and actions. </li></ul><ul><li>Asteya  -- Non-stealing.   Not taking that which is not given. </li></ul><ul><li>Brahmacarya  -- Sexual responsibility.   Regarding others as human beings rather than as male and female bodies.   The spirit of this precept is conservation of energy for the purpose of spiritual practice.   This includes not only sexual restraint, but protecting our energy for instance by avoiding endless chattering with no clear purpose. </li></ul><ul><li>Aparigraha  -- Abstention from greed.     Not coveting that which is not ours.   Avoidance of unnecessary acquisition of objects not essential to maintaining life or spiritual study. </li></ul><ul><li>Ethics defined </li></ul>Yama:   Precepts of Social Discipline
  4. 4. Niyama:   Precepts of Individual Discipline <ul><li>Sauca  -- Cleanliness.   Not only external cleanliness of the body, but attending to internal cleanliness such as avoiding the impurities of anger and egoism.   Moderation in diet. </li></ul><ul><li>Santosa  -- Contentment.   Not spiritual complacency, but acceptance of the external situation we are allotted in this life. </li></ul><ul><li>Tapas  -- Austerity.   Deep commitment to our yoga practice.   &quot;Blazing practice with religious fervor.“ </li></ul><ul><li>Svadhyaya  -- Self-study.   Spiritual self-education.   Contemplation and application of the scriptures or sacred texts of our chosen path. </li></ul><ul><li>Isvara pranidhana  -- Surrender of the self to God.   Acknowledgement that there is a higher principle in the universe than one's own small self.   Modesty.   Humility. </li></ul>Ethics in Indian Culture <ul><li>Ethics defined </li></ul>
  5. 5. <ul><li>Leadership </li></ul>
  6. 6. <ul><li>Leadership is about raising the aspirations of followers and enthusing people with a desire to reach for the stars. For instance, Mahatma Gandhi created a vision for independence in India and raised the aspirations of our people. </li></ul><ul><li>Leadership is about making people say, 'I will walk on water for you.' It is about creating a worthy dream and helping people achieve it. </li></ul><ul><li>Robert Kennedy, summed up leadership best when he said, 'Others see things as they are and wonder why; I see them as they are not and say why not?' </li></ul><ul><li>Leadership defined </li></ul>
  7. 7. <ul><li>Leadership Types </li></ul><ul><li>Dictator Leaders </li></ul><ul><li>Autocratic or Authoritarian Leaders </li></ul><ul><li>Participative or Democratic Leaders </li></ul><ul><li>Laissez Faire or Free Rein Leaders </li></ul>
  8. 8. Beyond Leadership types Ethical Leadership
  9. 9. What Is Ethical Leadership?
  10. 10. Without denying the importance of good character and the right values, the reality of ethical leadership is far more complex. <ul><li>Ethical Leadership </li></ul>
  11. 11. Ethical Leaders see their constituents as not just followers, but rather as stakeholders striving to achieve that same common purpose... <ul><li>Ethical Leadership </li></ul>
  12. 12. <ul><li>Stakeholders all </li></ul>
  13. 13. <ul><li>Stakeholders all </li></ul>
  14. 14. <ul><li>Stakeholders all </li></ul>
  15. 15. It is important for leaders to tell a compelling and morally rich story, but ethical leaders must also embody and live the story. <ul><li>Ethical Leadership </li></ul>
  16. 17. <ul><li>It is perfectly all right to ask if there is a reward for being good, but this has nothing to do with whether one should be good. It makes no sense to try convince people that they should be good by pointing to the rewards that may follow. One should be good because “good” is, by definition, that which one should be. </li></ul><ul><li>Ethical Leadership and Reward </li></ul>
  17. 18. <ul><li>As for motivation, good behavior often brings a reward, but not every time. Think about it. If it were always in one’s interest to be good, there would be no need for ethics. We could simply act selfishly and forget about obligation. People invented ethics precisely because it does not always coincide with self interest. </li></ul><ul><li>A man does what he must.. in spite of personal consequences, in spite of obstacles and dangers, and pressures.. and that is the basis of all human morality. </li></ul><ul><li>Ethical Leadership and Risk </li></ul>
  18. 19. <ul><li>The Ten Commandments of Ethical Leadership </li></ul><ul><li>1. People are illogical, unreasonable and self-centered. </li></ul><ul><li>Love and trust them anyway. </li></ul><ul><li>2. If you do good, people will accuse you of selfish ulterior motives. </li></ul><ul><li>Do good anyway. </li></ul><ul><li>3. If you are successful, you will win some false friends and true enemies. </li></ul><ul><li>Do good anyway. </li></ul><ul><li>4. The good you do today will be forgotten tomorrow. </li></ul><ul><li>Do good anyway. </li></ul><ul><li>5. Honesty and frankness will make you vulnerable. </li></ul><ul><li>Be honest and frank anyway. </li></ul><ul><li>6. The biggest people with the biggest ideas can be shot down by the smallest people </li></ul><ul><li>with the smallest ideas. </li></ul><ul><li>Think big anyway. </li></ul><ul><li>7. People favor underdogs, but follow top dogs. </li></ul><ul><li>Fight for the underdog anyway. </li></ul><ul><li>8. What you spend years building may be destroyed overnight. </li></ul><ul><li>Build anyway! </li></ul><ul><li>9. People really need help, but may attack you if you do help. </li></ul><ul><li>Help people anyway. </li></ul><ul><li>10. Give the world the best you got and you may get kicked in the teeth. </li></ul><ul><li>Give the world the best you have anyway. </li></ul>
  19. 20. <ul><li>Managers are concerned about the top and bottom line. </li></ul><ul><li>Ethical leader is also concerned about the Topmost line – the mission statement. </li></ul><ul><li>Ethical Leadership </li></ul>
  20. 21. What is Ethical Leadership Becoming an Ethical Leader Developing Ethical Leaders <ul><li>Ethical Leadership </li></ul>
  21. 22. Ethical Le ad e rs
  22. 23. <ul><li>“ Ethical leaders speak to us about our identity, what we are and what we can become, how we live and how we could live better.” </li></ul><ul><li>Ethical Leadership </li></ul>
  23. 24. <ul><li>Characteristics of Ethical Leaders </li></ul>
  24. 25. <ul><li>Characteristics of Ethical Leaders </li></ul>. <ul><li>Articulate and embody the purpose and values of the organization. </li></ul><ul><li>Focus on organizational success rather than on personal ego. </li></ul><ul><li>Find the best people and develop them. </li></ul><ul><li>Create a living conversation about ethics, values and the creation of value for stakeholders. </li></ul>
  25. 26. <ul><li>Characteristics of Ethical Leaders </li></ul><ul><li>Create mechanisms of dissent. </li></ul><ul><li>Take a charitable understanding of others’ values. </li></ul><ul><li>Make tough calls while being imaginative. </li></ul><ul><li>Know the limits of the values and ethical principles they live. </li></ul><ul><li>Frame actions in ethical terms. </li></ul>
  26. 27. <ul><li> issue common to the recent business scandals was that managers and executives did not understand the limits of “putting shareholders first.” </li></ul><ul><li>Characteristics of Ethical Leaders </li></ul>
  27. 28. <ul><li>Becoming an Ethical Leader </li></ul>
  28. 29. <ul><li>Becoming an Ethical Leader </li></ul>Ethical leadership is knowing your core values and having the courage to live them in all parts of your life in service of the common good.
  29. 30. <ul><li>Below are some reflections questions to ask on your personal journey toward ethical leadership: </li></ul><ul><li>Will you be the same person at work? At home? In the community? </li></ul><ul><li>Will you have the courage to live out your values when there is pressure to compromise or rationalize? </li></ul><ul><li>How do your values contribute to the common good? </li></ul><ul><li>Becoming an Ethical Leader </li></ul>
  30. 31. Developing Ethical Leaders <ul><li>The first step is to bring life to a conversation about how the organization benefits its stakeholders and about understanding the organization’s values. </li></ul><ul><li>Many companies have leadership development programs. These programs need to be strengthened by adding the idea of “ethical leadership.” </li></ul><ul><li>Without the ability to challenge authority, there can be no such thing as true ethical leadership. </li></ul>
  31. 32. <ul><li>Ethical Leadership is to believe that we are not in the business of surviving but in being good, and to admit to ourselves that we are good in order to survive. </li></ul>
  32. 33. <ul><li>“Good people do not need laws to tell them to act responsibly, while bad people will find a way around the laws.” </li></ul><ul><li>Plato </li></ul>
  33. 34. <ul><li>Do not be too moral. You may cheat yourself out of much life so. Aim above morality. Be not simply good, be good for something. </li></ul><ul><li>HENRY DAVID THOREAU </li></ul>
  34. 35. <ul><li>If you build that foundation, both the moral and the ethical foundation, as well as the business foundation, and the experience foundation, then the building won't crumble. </li></ul><ul><li>Henry Kevis </li></ul>
  35. 36. <ul><li>Ethical Leadership is a way of life. </li></ul>
  36. 37.   &quot;A person cannot do right in one department whilst attempting to do wrong in another department. Life is one indivisible whole. &quot;
  37. 38. <ul><li>Thank you! </li></ul>A Vivekananda Kendra, Kanyakumari Presentation