This document discusses how organizational culture, ethics, and leadership are interrelated and impact an organization's ability to fulfill its mission. It explores how leadership style and the use of power can influence culture and ethics within a company. Critical thinking questions are posed about which leadership approaches and uses of power are most ethical. The document suggests that transforming organizational culture requires addressing how leaders shape culture and power dynamics.

1. Organizational Culture/Ethics/Leadership
How does your firm tie these elements
together to fulfill the corporate mission?

2. Organizational Culture
Source: http://www.nhorizons.ca/en-change-culture-change.asp

3. Source: http://www.adb.org/documents/studies/auditing-lessons-architecture/ala2.asp

4. Is your Organization Seeing a Clear
Picture of the Culture?
Source:
http://www.1000ventures.com/business_guide/crosscuttings/shared_values.html#GE%20Values%20Gu
ide

5. Culture Typologies
Critical Thinking: Which of these can an organization do
without and still develop a culture that is ethical? Can they?
Why?
Source: http://www.hollandconsultinggroup.com/102.asp

6. Culture Permeates the Entire Organization
Spark Question: How would you handle this situation in your organization?
Source: ttph://www.whereistheoutrage.net/wordpress/category/ethics/page/2

7. Ethics Related Actions
Top Management Expected Program Outcomes
 Reduced observation of any type of
 Communicates ethics as a priority misconduct
 Sets a good example of ethical  Reduced observation of specific types of
conduct misconduct
 Keeps promises and commitments  Increased reporting among those who
 Provides information about what is observe misconduct
going on  Increased satisfaction with management’s
 Employees perceive that top response to reports of misconduct
managers are held accountable for  Increased satisfaction with the organization
ethics violations
 Reduced exposure to situations that could
result in misconduct
 Increased preparation to respond
appropriately to situations that could result
 in misconduct
Source:
http://erc.forumone.com/files/u5/lements_of_an_Organizational  Reduced pressure to compromise ethics
_Ethical_Culture.pdf
standards or the law

8. Ethics Related Actions
Spark Question: Does this reflect the thinking among your peers?
Source:
http://www.ethicsworld.org/ethicsandemployees/nbes.php

9. Observed Misconduct
Spark Question: Is there a correlation between the two?
Source: http://i-sight.com/ethics/2009-erc-ethics-survey/

10. Leader Power
The status and power of leaders is directly related
to the amount of pressure that position can exert
on employees to conform to their expectations. A
superior in an authority position can put strong
pressure on employees to comply, even when
their personal ethical values conflict with the
superiors wishes.
Source: Ferrell, O., Fraedrich, J., Ferrell, L. (2008). Business Ethics. Ethical decision making and cases. Houghton Mifflin. Boston

11. Examples of Leader Power
1) Reward Power
2) Coercive Power
3) Legitimate Power
4) Expert Power
5) Referent Power
Spark Question: What type
of power exists in your
organization?
Source: Ferrell, O., Fraedrich, J., Ferrell, L. (2008). Business
Ethics. Ethical decision making and cases. Houghton Mifflin.
Boston

12. Leadership and Power
Spark Question: Is this an ethical leadership model?
Source: http://hsusife.com/sarah/index.htm

13. Points of Power
Critical Thinking: Which point of power is the most
ethical? Least ethical? Why?
Source: http://gillmacmillan.bsky.net/ecom/library3.nsf/SupportMaterialLookup

14. Transforming Culture
Critical Thinking: Could this model be used as a
base in which to build a sustainable organizational
culture? Why or Why not?
Source: http://www.targeted-innovation.com/Workshops___Events.html

15. Conclusions
What is the culture in your firm?
How do the leaders (both formal & informal)
in your organization affect culture and
power?
Do they act ethically?