This document discusses how leaders can create an ethical organizational climate. It states that leaders are largely responsible for the ethical behaviors of their organizations as they act as ethics officers who set an example through their own conduct. Unethical leaders fail to live up to ethical values and priorities. The document also discusses how ethical climates can be classified and outlines some key markers of highly ethical organizations, including humility, zero tolerance for destructive behaviors, integrity, justice, trust, focus on process, and structural reinforcement.
Prosocial Leaders are motivated by and respond to empathy, and without regard to punishment, or reward, act to bring about the welfare of followers and those they are committed to serve.
The “Course Topics” series from Manage Train Learn and Slide Topics is a collection of over 4000 slides that will help you master a wide range of management and personal development skills. The 202 PowerPoints in this series offer you a complete and in-depth study of each topic. This presentation is on "The Making of Leaders".
Meeting of the minds leadership presentation jb august 2013Jacqueline Boaks
Presentation of leadership and ethics to a round table of of senior management professionals in Perth, hosted by BBB Advisory and Alive and Kicking Solutions.
Prosocial Leaders are motivated by and respond to empathy, and without regard to punishment, or reward, act to bring about the welfare of followers and those they are committed to serve.
The “Course Topics” series from Manage Train Learn and Slide Topics is a collection of over 4000 slides that will help you master a wide range of management and personal development skills. The 202 PowerPoints in this series offer you a complete and in-depth study of each topic. This presentation is on "The Making of Leaders".
Meeting of the minds leadership presentation jb august 2013Jacqueline Boaks
Presentation of leadership and ethics to a round table of of senior management professionals in Perth, hosted by BBB Advisory and Alive and Kicking Solutions.
Respond toA relationships between a leaders responsibility fo.docxwilfredoa1
Respond to
A relationships between a leader's responsibility for ethical behavior and the idea of an ethical organization culture is extremely important. "Charismatic leadership can motivate people to achieve at higher levels." (Warrick,2016, 4.2). Ensuring a leader is able to bring out a higher level of motivation from his or her team is important trait as a leader ensuring he does that ethically. If a leader has no sense of responsibility for ethical behavior, how will the people that follow him exemplify their behaviors. For example, Donald Trump, he is a President of the United States. Yet somehow is able exemplify behaviors that benefit him and his organization. Even though he is leading the United States, he tries to help himself as much as possible. What a leader does in public and in private are both major factors of a leader. What one does in private shows their true character and what one does in public is just another face of that character. Some people have different morals publicly and privately and one should be able to distinguish what they are especially if they are a leader. One must know the leader inside and out. A bad person can defiantly be a great leader. For example, Steve Jobs. He would always belittle his team but his team was changing the industry in many different ways. He was revolutionizing the technology industry, but he was a very bad person. It is extremely important for leader to demonstrate ethical conduct because they should always be leading by example. If they do not exemplify ethically conduct, their team will not. I think improving ethical values in an organization include all three, a code of ethics, leader behavior, or employee training. One is no better then the other, because they all play hand in hand with one another. One must have one to get the other done. I cannot have training about ethics without a code of ethics.
Warrick, D.D. (2016).
Leadership: A high impact approach
[Electronic version]. Retrieved from https://content.ashford.edu/
Respond to...
A leader’s behavior has a major effect on the culture of the organization they lead. They cast a shadow of what is right, wrong, and acceptable in the organization by their actions. Ethical leaders set an important tone throughout the culture of an organization because they understand the importance of modeling good behaviors for their employees. Bill and Melinda Gates have set a high tone for integrity in their foundation. The code of conduct for the foundation (
https://www.gatesfoundation.org/Careers/Policies (Links to an external site.)
, 2019) has several key elements that promote integrity:
We are honest, fair and trustworthy in our foundation activities and relationships.
We always treat colleagues and others with respect.
We follow foundation policies.
We report integrity concerns.
We cooperate with internal investigations.
I also appreciate that the foundation has a corporate governance program to protect whistle-blow.
Feature article Governance in practiceFeature article Governan.docxssuser454af01
Feature article Governance in practiceFeature article Governance in practice
• A cultural environment
in which people feel
not only safe to speak
up but expected to, is
essential to achieving
an organisation’s
governance objectives.
• Every member of your
team needs to be held
accountable for doing
their part to protect
the interests of the
organisation and its
stakeholders.
• Inspire people to
want to behave with
integrity and contribute
to the full extent of
their potential, and
governance standards
are likely to be
achieved.
Ego, greed, power, risk
taking, responsibility,
morality … the reasons
people break the rules
and fail to meet expected
ethical standards are
varied and at times
complex. Influencing
the way people choose
to behave is essential to
any organisation’s ability
to meet its governance
obligations.
In Australia, the link between
culture and governance is firmly
on the minds of the regulators. The
Australian Securities and Investments
Commission (ASIC) has in recent years
brought an especially strong focus
to bear on organisational culture
and its influence on how employees
behave. Both ASIC and the Australian
Prudential Regulation Authority (APRA)
have emphasised corporate culture as
a key area of risk.
The link between poor culture and
poor conduct has driven both
regulators to actively review company
practices linked to culture. Critical
decisions including incentives
payments and other rewards are of
particular concern. Whistleblowing
policies and complaints processes
have also been under the microscope.
Misconduct in the financial services
industry provides recent example
of the impact of poor organisational
cultures on risk, compliance and
organisational performance. In April
2015 top executives from Macquarie,
ANZ, NAB and CBA faced a Senate
inquiry to respond to questions about
their financial planning and wealth
divisions. The Australian Financial
Review reported at the time, that the
financial planning scandal at CBA alone
led to ‘thousands of clients losing
hundreds of millions in retirement
savings from receiving inappropriate
financial advice.’
These cases and others like them
have drawn intense public criticism
of perceived lack accountability for
behaviour at all levels of business.
Customers and shareholders alike,
expect leaders to create corporate
cultures that ensure their interests and
rights are protected. The pressure is
on for boards and senior leaders to not
only achieve superior financial results,
but to ensure approaches taken are
both ethical and prudent.
Desirable culture
A cultural environment in which
people feel not only safe to speak
up but expected to, is essential to
achieving an organisation’s governance
objectives. Just as important is
for people to have a deep sense
of personal accountability and the
courage to stand up for what is right.
Reflect for a moment on the cultural
environments you ...
26 Journal of AHIMA August 11Time to LeadLeaders and.docxvickeryr87
26 / Journal of AHIMA August 11
Time to Lead
Leaders and Leadership, Building Trust
By Carolyn Valo, MS, RHIT, FAHIMA
TO LEAD IMPLIES many things—leading a project, a self-man-
aged or self-directed team activity, or becoming a department
director, manager, or supervisor, all the way to extending and
applying gained skills, advanced education, and experiential
learning to perhaps lead a large enterprise.
As a member of AHIMA, there are many tools, resources, and
learning opportunities available to each one of us, such as the
Leadership Academy, other related online education, the Body
of Knowledge, and the Communities of Practice, all of which are
accessible from AHIMA’s Web site. Leadership, however, goes
beyond these notable educational tools and resources. AHIMA
and each component state association provide opportunities to
expand our learning around leading and serving in leadership
roles through volunteering.
Learning to become a leader goes beyond skill building and
experiential learning; for many, including me, networking
with our peers helps us identify role models and mentors with
leadership experience. Combined, these tools, resources, and
networking options can help provide pathways to becoming a
leader, if desired.
Inspiring Trust
Trust is a key imperative of leadership. In fact, trust and leader-
ship may even seem synonymous. As a leader, trust is at the core
of effectively leading people, processes, tasks, or activities.
Leaders who inspire trust must gain trust as a first good step
in leadership. A high degree of trust between a leader and his
or her staff or among team members helps reach desired goals
or outcomes. Leaders who display or extend trust and demon-
strate active listening skills encourage open participation, mo-
tivate individuals, and more importantly, they inspire others to
demonstrate trust in team or project work.
Trust requires clarity (of goals and roles), confidence (in staff
and team members), consistency (in how processes are ap-
plied), and active listening skills in order to encourage all to
participate in tasks and activities. Trust helps foster common
understanding and collaboration, which leads to efficiently
reaching desired goals or the organization’s vision and mission.
As an example of how an HIM manager can inspire trust, as-
sume that a manager just learned accounts receivables, or AR
(days or dollars), are outside the target. The manager decides
to seek direct input from the staff that performs the day-to-day
functions related to AR.
When the manager takes, as a first step, engaging the staff
to problem-solve the missed AR target, the staff members feel
confident that the manager trusts in their knowledge, skills, and
ability and are more likely to be motivated to reach decisions
on how to realign and maintain the AR target. In addition, this
approach likely fosters open and active staff collaboration and
participation. In this example, inspi.
Ethical Problems in Business and it's SollutionsAbbasHaiderAli1
Ethical problems in business encompass a wide range of issues related to moral principles and conduct within the business context. These problems can include:
1. **Corporate Governance**: Issues related to the leadership and management of companies, including conflicts of interest, executive compensation, and board oversight.
2. **Employee Relations**: Concerns such as fair wages, workplace discrimination, harassment, and labor rights violations.
3. **Supply Chain Ethics**: Ensuring that suppliers and partners adhere to ethical standards in areas such as labor practices, environmental sustainability, and human rights.
4. **Consumer Protection**: Ensuring the safety, accuracy, and fairness of products and services offered to consumers, as well as transparent marketing and advertising practices.
5. **Environmental Responsibility**: Addressing the environmental impact of business operations, including pollution, resource depletion, and climate change.
6. **Financial Integrity**: Ensuring honesty and transparency in financial reporting, preventing fraud, insider trading, and unethical accounting practices.
7. **Corporate Social Responsibility (CSR)**: Engaging in activities that benefit society beyond the scope of legal obligations, such as philanthropy, community development, and sustainable business practices.
Addressing ethical problems in business requires a combination of clear ethical guidelines, effective leadership, corporate policies and procedures, employee training, and external oversight mechanisms. Failure to address these issues can lead to reputational damage, legal consequences, and financial losses for businesses
Certainly, here's a more detailed description of some common ethical problems in business:
1. **Conflict of Interest**: Occurs when individuals or entities have competing interests that could potentially influence their decision-making, such as personal relationships, financial investments, or other affiliations.
2. **Whistleblowing**: The act of reporting unethical or illegal activities within an organization, which can create ethical dilemmas for employees who may fear retaliation or negative consequences for speaking out.
3. **Data Privacy**: Involves the ethical handling of customer or employee data, including issues such as data breaches, unauthorized access, and the misuse of personal information.
4. **Fair Competition**: Ensuring that businesses compete in a fair and ethical manner, avoiding practices such as price-fixing, collusion, or deceptive marketing tactics.
5. **Product Safety**: Ensuring that products are safe for consumers to use and that any risks or hazards are clearly communicated, avoiding the sale of defective or dangerous products.
6. **Workplace Diversity and Inclusion**: Promoting a diverse and inclusive workplace environment where all employees are treated fairly and respectfully, regardless of factors such as race, gender, or sexual orientation.
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MGMT 560 – Organizational Leadership
Ethics and Professional Codes of Conduct
*
Dilbert
Ethicsa system of moral principles: the ethics of a culture
the rules of conduct recognized in respect to a particular class of human actions or a particular group, culture, etc.: medical ethics; Christian ethics
that branch of philosophy dealing with values relating to human conduct, with respect to the rightness and wrongness of certain actions and to the goodness and badness of the motives and ends of such actions
Formal vs InformalFormal EthicsCode of ConductOathBoard of EthicsInformal EthicsNo formal governing bodyNo accountability, other than from clientNo formal repercussions
Making an Ethical Decision
Recognize the ethical dilemma
Ask yourself, is this the start of a slippery slope
One slip allows the next slip to happen more easily
Would you want your decision to the problem broadcast to the world?
Ethical SituationsMaintaining the integrity of company databases in the face of requests to use the data inappropriately
Providing truthful information on the status of projects, budgets and profits even when there are problems – being accountable for success and failure
Standing firm on a decision despite its unpopularity
Reporting suspected unethical behavior of others despite personal discomfort
Not developing personal relationships with vendors/ customers/outside agencies – potential conflict of interest issues
Principles for Creating Ethical Cultures
Principle 1: The only way to sustain Compliance is through Culture
– Employees want to be part of organizations whose values mirror their own
– Organizations need to reduce fear, encourage accountability and live by a common set of values that build trust
Principles for Creating Ethical Cultures
Principle 2: Corporate culture reflects the values of the leaders
If Leaders do not embody the ethical standards, then no one else will
Principles for Creating Ethical Cultures
Principle 3: Measurement matters – if you can’t measure it, you can’t manage it
Leadership needs to measure integrity risk and monitor progress in managing it
Culture must become a metric
Web of NeedsNeeds encountered in IT practice:User needsPersonal needsOrganizational needsNeeds of societyOthers?Framework for Ethical Analysis
Identify web of needs for project
Identify strands of web where conflict is likely to occur
Resolve conflict issues with concerned parties
Agreed needs set recorded and input into requirements analysis
ref. Taylor, M.J. & Moynihan E., Analysing IT Ethics
...
MSL 6000, Psychological Foundations of Leadership 1 .docxadkinspaige22
MSL 6000, Psychological Foundations of Leadership 1
Course Learning Outcomes for Unit VI
Upon completion of this unit, students should be able to:
2. Assess influence tactics used by leaders.
2.1 Analyze servant leadership traits.
2.2 Determine how leadership skills can influence others and improve employee performance.
Course/Unit
Learning Outcomes
Learning Activity
2.1
Unit Lesson
Chapter 5
Chapter 6
Unit VI Essay
2.2
Unit Lesson
Chapter 5
Chapter 6
Unit VI Essay
Reading Assignment
In addition to a physical copy of the textbook, each unit contains the eTextbook version of the assigned
reading chapters. If preferred, click on Unit VI in the course navigation menu to access the online version of
the assigned chapters.
Chapter 5: Leadership Mind and Emotion, pp. 135–158
Chapter 6: Courage and Moral Leadership, pp. 167–187
Unit Lesson
Leaders have a myriad of tactics they can use to influence their followers. Some of these are more
emotional or mental methods that they use to affect the behavior of their followers; others are more
process-focused, which is a more systematic approach to motivation. Leaders will find that, in some
situations, one method works better than the other, and, at other times, they may find themselves leading
with both their head and their heart. Effective leaders will balance their use of hard tactics, such as
issuing direct orders with softer, more collaborative directions. It can be challenging to determine which
combination of methods will be most effective when trying to persuade followers to complete an objective
or comply with a request. This unit covers the personal side of leadership and the different tactics
leaders use to influence their followers. Emotional intelligence (EQ), ethical leadership, moral
development, and servant leadership are just a few of the leadership behaviors that will be covered.
In order for leaders to influence their followers and give them a sense of meaning and purpose, they must be
comfortable utilizing both emotional and rational leadership methods. Leaders are affected by the same
internal and external factors that affect businesses. For example, a company’s mission, communication,
organizational culture, structure, the economy, and social and political factors will have an effect on not only
the business but also on those who are in a leadership position with the organization. Leaders should be
mindful of changes in the internal and external environment and be alert to how these changes affect their
UNIT VI STUDY GUIDE
Influence Tactics Used by Leaders
MSL 6000, Psychological Foundations of Leadership 2
UNIT x STUDY GUIDE
Title
followers and their ability to lead. Leaders need to be open and receptive to change as it occurs. Daft (2018)
shares four key areas relevant to expanding and developing a leader’s mind:
Some leaders and researchers have suggested that “emotion, more t.
Running head ETHICAL ISSUES 1ETHICAL ISSUES 7.docxtodd271
Running head: ETHICAL ISSUES 1
ETHICAL ISSUES 7
Ethical Issues
OL-7005B Ethical Leadership
Dr. Banerjee
17 May 2020
Ethical Issues
The ethical stand of an organization determines its conduct and policies. Ethical issues are either known as the business ethics or corporate ethics. Ethical values apply to all aspects that determine the conduct of the organization and the way the management and employees in the organization relate to each other. The field of organizational ethics can either be descriptive or normative. The quantity and range of ethical issues in an organization reflect the degree to which the working of the firm is perceived to be at odds with non-economic social values. Organizational ethics emphasize on the commitment of the organization in promoting non-economic social values. They are interlinked to the ethics of the individuals who work in the organization, the customers who buy goods or services from the company, as well as the general society.
The concept of organizational ethics is not a phenomenon that emerged recently. Ethical codes have been in use for centuries and have been evolving with the development of human civilization. Ethics normally deals with the right actions of organizations and individuals. Beginning in the 1980s, organizations started declaring their ethical stands with an aim of distancing themselves from the corporate scandals that used to happen at the time (Koehn, 2017). With time, the concept of organizational ethics has been interpreted differently by different people. However, the concept generally involves knowing what is right and what is wrong in the workplace and ensuring that individuals do what is right regarding the products or services that the company deals with and regarding their relationships with stakeholders. Paying attention to organizational ethics is crucial, especially during periods of fundamental change (Nuseir & Ghandour, 2019). During times of fundamental change, values that may have been previously taken for granted may now be strongly questioned. Many of these values get abandoned.
The company that I would love to work for is Chipotle Mexican Grill, simply known as Chipotle. This is a company that deals with the development and operation of fast-food restaurants that make fresh Mexican foods throughout the US. Examples of foods that the restaurant chain makes are tacos, burritos, salads, and burrito bowls (Abutalibov, Mammadov & Guliyev, 2017). These foods are prepared using classic methods of cooking. Steve Ells founded this restaurant chain in 1993, with its headquarters in Newport Beach, CA.
Chipotle is a company based on ethical values and integrity. Specifically, the company places a greater emphasis on the values of being real and honest. This implies that employees are expected to always do what is right, even in times when no one is watching them. These values determine the way everyone in the organization does or does not d.
SOURCE: Jennings, M. M. (2006). The seven signs of ethical collapse: How to spot moral meltdowns in companies . . . before it’s too late. New York: St. Martin’s Press.