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Chapter 3. The Leader’s Character This chapter addresses the
inner dimension of leadership ethics.
Questions as we enter this chapter:
How do we shed light rather than shadows?How do we promote
our character development?
© 2015 SAGE Publications, Inc.
© 2015 SAGE Publications, Inc.
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Virtues and Virtue EthicsTo keep from projecting our internal
enemies and selfishness on others, we need to go on the
offensive, replacing or managing our unhealthy motivations
through the development of positive leadership traits or
qualities called virtues.Premise of virtue ethics is good people
(those of high moral character), make good, moral choices.
Joined by positive psychologist who believe there is more value
in identifying and promoting the strengths of individuals than in
trying to repair their weaknesses
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© 2015 SAGE Publications, Inc.
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Virtues EthicsMore on Virtue Ethics
Those who promote virtue ethics start with the end in
mind.These proponents develop a description or portrait of the
ideal person (leader) and identify the admirable qualities or
tendencies that make up the character of this ethical role
modelThey always suggest ways in which others can acquire
these virtues
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© 2015 SAGE Publications, Inc.
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Virtues
4 important features of virtues 1. Virtues are woven into the
inner life of leaders
2. Virtues shape the way leaders see and behave
3. Virtues operate independently of the situation
4. Virtues help leaders live better lives
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Elements of CharacterImportant virtues for leaders include the
following:
CourageTemperanceWisdom & Prudence (Practical
Wisdom)JusticeOptimism
IntegrityHumilityReverenceCompassion (Kindness, Generosity,
Love)
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© 2015 SAGE Publications, Inc.
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CourageOf all the virtues, courage is no doubt the most
universally admired.
—Philosopher Andre Comte-Sponville
Courage is overcoming fear in order to do the right
thing.Leaders who are courageous acknowledge the dangers and
anxiety they faceThey move forward despite the risks and costs
People must have courage if they are to fulfill the two
components of ethical leadership: acting morally and exerting
moral influence.
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Courageous FollowershipThe Courage to Assume
ResponsibilityFollowers must be accountable both for
themselves and for the organization as a whole.The Courage to
ServeCourageous followers support their leaders through hard,
often unglamorous work.The Courage to ChallengeCourageous
followers need to confront leaders acting in a destructive
manner.
© 2015 SAGE Publications, Inc.
© 2015 SAGE Publications, Inc.
SOURCE: Chaleff, I. (2003). The courageous follower:
Standing up to & for our leaders (2nd ed.).
San Francisco: Berrett-Koehler.
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Courageous Followership (cont’d)The Courage to Participate in
TransformationThey need to take personal responsibility and
visualize the outcomes of the transformation: better health,
more productive employees, higher self-esteem, restored
relationships.
The Courage to LeaveWhen leaders are unwilling to change,
courageous followers may take principled action by resigning
from the organization.
© 2015 SAGE Publications, Inc.
© 2015 SAGE Publications, Inc.
SOURCE: Chaleff, I. (2003). The courageous follower:
Standing up to & for our leaders (2nd ed.).
San Francisco: Berrett-Koehler.
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TemperanceTo use things, therefore, and take pleasure in them
as far as possible—not, of course, to the point where we are
disgusted with them, for these is no pleasure in that—this is the
part of a wise man.
--Dutch philosopher Baruch Spinoza
Moderation is key to practicing temperanceTemperance is the is
the ability to control emotions and pleasureUnfortunately, a
great many leaders are intemperate; they are unable to control
their anger and rail at subordinates
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© 2015 SAGE Publications, Inc.
Wisdom & Prudence (Practical Wisdom)
We judge a person’s wisdom by his hope.
--American poet Ralph Waldo Emerson
. . . the goal of human life is to be good. Prudence assists us in
getting there.
—Baldwin-Wallace College professors
Alan Kolp and Peter Rea
Wisdom draws upon knowledge and experience to promote the
common good over both the short and long term.
Prudence is a form of wisdom and is the ability to discern or
select the best course of action in a given situation.
Prudent leaders keep in mind the long-term consequences of
their choices.
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JusticeWhat is good And what does the Lord require of you? To
act justly, and to love mercy And to walk humbly with your
God.
—Old Testament prophet Micah
2 Components of Justice:1. A sense of obligation for the
common good2. Treating others as equally and fairly as possible
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© 2015 SAGE Publications, Inc.
Optimism Hope is not the conviction that something will turn
out well, but the certainty that something makes sense,
regardless of how it turns out.
—Former Czechoslovakian president
Václav Havel
Optimists expect positive outcomesThey are more confident
than pessimistsThey acknowledge the reality of situations and
take steps for improvementOptimism is an essential quality for
leaders.
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© 2015 SAGE Publications, Inc.
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IntegrityIntegrity lies at the very heart of understanding what
leadership is.
—Business professors Joseph Badaracco
and Richard Ellsworth
Integrity is defined as wholeness or completeness.These leaders
are true to themselves and are consistent with what they say
publically as well as how they think and act privately. They are
honest in their dealings with others.
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HumilityLet us be a little humble; let us think that the truth may
not be entirely with us.
—Jawaharlal Nehru
Because of the failure of many celebrity CEO’s there is a strong
argument for leaders to be humbleSome argue that humility
strikes a balance between having an overly low and having an
overly high opinion of the self.
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Humility 3 Components of Humility
1. Self awareness: objectively assessing his/her strengths as a
leader as well as their limitations2. Openness: product of
knowing one’s weaknesses; being open to new ideas and
knowledge3. Transcendence: acknowledging that there is a
greater power than the self
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© 2015 SAGE Publications, Inc.
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Reverence It’s not wise To lift our thoughts too high; We are
human and our time is short.
—Ancient Greek playwright Euripides
Reverence can be thought of as the capacity to feel a sense of
awe, respect, and even shame when appropriate. Leaders that
show reverence respect the input of others, rely on persuasion
rather than force, and listen to followers’ ideas.
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© 2015 SAGE Publications, Inc.
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Compassion (Kindness, Generosity, Love)All happiness in the
world comes from serving others; all sorrow in the world comes
from acting selfishly.
—Leadership expert Margaret Wheatley
An orientation that puts others ahead of the selfValue others
regardless of whether or not they get anything in return
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Leadership Ethics at the Movies: The Iron LadyDiscussion
Questions:
What character traits helped Thatcher become Prime Minister
and to remain in office? What character traits ultimately led to
her downfall?What price did the Prime Minister pay for her rise
to power? At one point, Thatcher says that ideas are more
important to her than feelings. Did this make her less sensitive
to the impact of her policies and to her colleagues?
© 2015 SAGE Publications, Inc.
© 2015 SAGE Publications, Inc.
Character BuildingFinding Role Models
We often learn what it means to be virtuous by observing and
imitating exemplary leaders.If we’re to develop worthy
character, we need examples of those who demonstrate virtue on
a daily basis.Because character is developed over time through
a series of moral choices and actions, we need examples of
those who live consistent moral lives.
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Character Building Moral Episodes v. Moral ProcessesMoral
episodes are made up of moral crises and moral
confrontations.These crises are often dangerous and those that
respond to them could be considered “moral heroes.” Moral
confrontations aren’t dangerous, but they do involve risk and
call for “moral champions.”Moral processes consist of moral
projects and moral work.Moral projects are designed to improve
ethical behavior during a limited amount of time and require
“moral leaders.”The “moral worker” strives for ethical
consistency throughout life.
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Character BuildingMoral exemplars common characteristics:
Certainty: Moral exemplars are sure of what they believe and
take responsibility for acting on their convictions.Positivity:
They take a positive approach to life even in the face of
hardship; they enjoy what they do and are optimistic about the
future. Unity of self and moral goals: They do not distinguish
between their personal identity and their ethical convictions.
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Box 3.1 The Journey to Humanitarian LeadershipThe seven
choice points that several humanitarians faced on their journeys
to helping others:
Choice 1: Leveraging life experiences. Choice 2: Sense of
fairness. Choice 3: Believe that we can matter. Choice 4: Open
to an opportunity. Choice 5: Taking the first small step Choice
6: Perseverance. Choice 7: Leading the way.
© 2015 SAGE Publications, Inc.
© 2015 SAGE Publications, Inc.
See: LaFasto, F., & Larson, C. (2012). The humanitarian leader
in each of us: 7 choices that shape a socially responsible life.
Thousand Oaks, CA: Sage.
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Telling and Living Collective StoriesVirtues are more likely to
take root when nurtured by families, schools, governments, and
religious bodies.Worthy narratives bring out the best in us,
encouraging us to suppress our inner demons and to cast light
instead of shadow.We can learn leaderships ethics from both
fictional characters and real-life ones. Almost any story about
leaders, whether real or fictional, can teach us something about
ethical and unethical behavior.
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© 2015 SAGE Publications, Inc.
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Learning from HardshipHardship and suffering can play an
important role in developing character. Hardship has been
identified as one of the factors contributing to leadership
development. Hardships, along with novelty, difficult goals, and
conflict, challenge people.Leaders can develop the fastest when
they encounter situations that stretch or challenge them.
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Learning from Hardship5 Common Categories of Hardship
Events: 1. Business mistakes and failures: examples would
include losing an important client, failed products and
programs, broken relationships and bankruptcy2. Career
setbacks: examples would include missed promotions,
unsatisfying jobs, demotions and firings3. Personal trauma:
examples include divorce, cancer, death, and difficult children4.
Problem employees: troubled employees include those who
steal, defraud, cannot perform, or perform well only part of the
time5. Downsizing: leaders who lose their job through no fault
of their own
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© 2015 SAGE Publications, Inc.
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Learning from HardshipTips to Learn from a Specific Failure1.
Identify a significant failure from your professional or personal
life and summarize the failure in a sentence (be sure to use the
word failure).2. Describe how you felt and thought about the
failure immediately after it happened.3. Move forward in time
to identify any positive outcomes that came out of the failure,
including skills you acquired, lessons you learned, and any
relationships you established.4. Identify how the failure
changed or shaped you as a person, noting any new traits or
attitudes you have adopted and whether you are any more
mature now than before the failure event.34
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Habits are repeated routines or practices designed to foster
virtuous behavior.
The 7 habits of effective and ethical leaders: Habit 1: Be
proactiveHabit 2: Begin with the end in mindHabit 3: Put first
things firstHabit 4: Think win-winHabit 5: Seek first to
understand, then to be understoodHabit 6: SynergizeHabit 7:
Sharpen the saw (continual renewal of the physical, mental,
social or emotional, and spiritual dimensions of the self)
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Mission Statements
Developing a mission statement is the best way to keep the end
or destination in mind.9 cairns (or markers) for creating
personal purpose:1. Call your purpose; listen for guidance2.
Find a sacred place3. See time as continuous; begin with the
child and move with the present4. Identify special skills and
talents; accept imperfections5. Trust your intuition6. Open the
door when opportunity knocks7. Find your passion and make it
happen8. Write your life story; imagine a great leader9. Honor
your legacy; one step at a time
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© 2015 SAGE Publications, Inc.
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Identifying ValuesOur values serve as a moral compass to guide
us.
Values provide a frame of reference, helping us to set priorities
and to determine right or wrong.
Many discussions in organizations have an underlying value
component.
Working with a list of values can be helpful.
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© 2015 SAGE Publications, Inc.
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Identifying Values6 Major Value Types (Prototypes are
examples of occupations that best fit into the given
orientation)1. Theoretical: intellectuals who want to discover
the truthPrototypes: research scientists, engineers2. Economic:
usefulness is the most important criterionPrototype: small
business owner3. Aesthetic: value form and harmonyPrototypes:
artists, architects
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© 2015 SAGE Publications, Inc.
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Identifying Values6 Major Value Types (cont’d)
4. Social: love of others is the highest valuePrototype: social
worker5. Political: power drivenPrototypes: senators,
governors6. Religious: seek unity through understanding and
relating to the cosmos as a wholePrototypes: pastors, rabbis,
Muslim clerics
© 2015 SAGE Publications, Inc.
© 2015 SAGE Publications, Inc.
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Case Study: Virtue and Extremis LeadershipDiscussion
Questions:Have you ever followed someone in a life or death
situation? What qualities (competencies, virtues) did you look
for in your leader?Have you ever been an in extremis leader?
What qualities (competencies, virtues) did you demonstrate?Do
you want a career in a high-risk occupation like policing,
combat or fire fighting? Why are you seeking a dangerous
profession? Have you ever been part of an organization that
experienced a crisis and/or the death or serious injury of one or
more its members? How did leaders respond to the crisis or
tragedy? What virtues did they demonstrate? How can we
prepare ourselves to function effectively in high risk situations?
© 2015 SAGE Publications, Inc.
© 2015 SAGE Publications, Inc.
Case Study: The Spectacular Rise and Fall of a Humanitarian
Hero Discussion Questions: How much was Mortenson’s failure
the result of poor character and how much was the product of
other factors?What poses the greatest danger to a leader’s
character? Success or failure?Why do we often have difficulty
acknowledging that our heroes have flaws?Is Mortenson
completely discredited as a spokesperson for building schools in
Central Asia?As a donor, what ethical responsibility do you
have when deciding which charities to support? Has Greg
Mortenson done more good than harm?
© 2015 SAGE Publications, Inc.
© 2015 SAGE Publications, Inc.
Case Study: Wangari Maathai Discussion Questions:What does
Maathi have in common with other moral exemplars?What
character traits did Maathi exhibit? What role did hardship play
in her ultimate success?Can you develop character without
experiencing failure?What leadership/followership ethics
lessons do you take from this case?
© 2015 SAGE Publications, Inc.
© 2015 SAGE Publications, Inc.
CASE: José’s Authentic Mexican Restaurant
“Two bean tacos, a chicken burrito grande, and a side order of
Spanish rice, please.” Ivan Karetski called his table’s order into
the kitchen as he prepared the beverage orders. Business was
brisk. Karetski liked it that way. Lots of customers meant lots
of tips and, as a struggling graduate student, the extra income
was greatly appreciated. Lately, however, his tips had been
declining.
José’s is a small, 58-seat restaurant that offers a reasonably
broad range of Mexican food prepared and presented in a
traditional Mexican style. It is located in New England in a
mature business district on the edge of a large metropolitan
area. The site is adjacent to a central artery and offers limited
free off-street parking. The restaurant’s interior decoration
promotes the Mexican theme: The walls appear to be made of
adobe and are draped with serapes, the furniture is Spanish–
Mexican style, and flamenco guitar and mariachi alternate as
background music.
Patrons enter the restaurant through a small vestibule that opens
directly into the dining area; there is no separate waiting area.
Upon arrival, patrons are greeted by a hostess and either seated
directly or apprised of the expected wait. Seating at José’s is
usually immediate except for Friday and Saturday nights when
waits of as long as 45 minutes can be encountered. Because
space inside for waiting is very limited, patrons must remain
outside until their party is called. José’s does not take
reservations.
After seating patrons, the hostess distributes menus and fills
glasses with water. If standards are being met, the waiter
assigned to the table greets the patrons within one minute of
their being seated. (Being a traditional Mexican restaurant, its
entire wait staff is male.) The waiter introduces himself,
announces the daily specials, and takes the beverage orders.
After delivering the beverages, the waiter takes the meal orders.
The menu consists of 23 main entrees assembled from eight
basic stocks (chicken, beef, beans, rice, corn tortillas, flour
tortillas, tomatoes, and lettuce) and a variety of other
ingredients (fruits, vegetables, sauces, herbs, and spices).
Before the dining hours begin, the cook prepares the basic
stocks so that they can be quickly combined and finished off to
complete the requested meals. The typical amount of time
needed to complete a meal once it has been ordered is 12
minutes. A good portion of this time is for final cooking, so
several meals may be in preparation at the same time. As can be
imagined, one of the skills a good cook needs is to be able to
schedule production of the various meals ordered at a table so
that they are ready at approximately the same time. Once all the
meals and any side dishes have been completed by the cook, the
waiter checks to see that all meals are correct and pleasing to
the eye, corrects any mistakes, and adds any finishing touches.
When everything is in order, he assembles them on a tray and
delivers them to the table. From this point on, the waiter keeps
an eye on the table to detect when any additional service or
assistance is needed.
When the diners at the table appear to be substantially finished
with their main meal, the waiter approaches, asks if he can clear
away any dishes, and takes any requests for dessert or coffee.
When the entire meal has been completed, the waiter presents
the bill and shortly thereafter collects payment. José’s accepts
cash or major credit card but no checks.
Karetski feels that his relationship with the cook is important.
As the cook largely controls the quality of the food, Karetski
wants to stay on good terms with him. He treats the cook with
respect, tries to place the items on his order slip in the sequence
of longest preparation time, and makes sure to write clearly so
that the orders are easy to read. Although it is not his job, he
helps out by fetching food stocks from the refrigerator or the
storage area when the cook is busy and by doing some of the
food preparation himself. The cook has been irritable lately,
complaining of the poor quality of some of the ingredients that
have been delivered. Last week, for example, he received
lettuce that appeared wilted and chicken that was tough and
more bone than meat. During peak times, it can take more than
20 minutes to get good meals delivered to the table.
Karetski had been shown the results of a customer survey that
management conducted last Friday and Saturday during the
evening mealtime. The following table shows a summary of the
responses:
Customer Survey Results
Were you seated promptly?
Yes: 70
No: 13
Was your waiter satisfactory?
Yes: 73
No: 10
Were you served in a reasonable time?
Yes: 58
No: 25
Was your food enjoyable?
Yes: 72
No: 11
Was your dining experience worth the cost?
Yes: 67
No: 16
As Karetski carried the tray of drinks to the table, he wondered
whether the recent falloff in tips was due to anything that he
could control.
QUESTIONS
1. How should process outcomes and quality be defined at
this restaurant?
2. What are the restaurant’s costs of process failures?
3. Use some of the tools for process analysis to assess the
situation at José’s.
Chapter 4. Combating EvilThe Faces of Evil
Recognizing the presence of evil is an important first
step.Contemporary Western definitions of evil emphasize its
destructiveness.Evildoers do excessive harm, going well beyond
what is needed to achieve their objectives.Evil destroys self-
esteem, physical and emotional well-being, relationships,
communities, and nations.
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The Faces of EvilPerspectives on Evil
1. Evil as Dreadful Pleasure2. Evil as Exclusion3. Evil as
Deception4. Evil as Bureaucracy5. Evil as a Choice6. Evil as
Ordinary
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© 2015 SAGE Publications, Inc.
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The Faces of EvilEvil as Dreadful Pleasure
University of Maryland political science professor C. Fred
Alford defines evil as a combination of dread and pleasure.He
discovered that people experience evil as a deep sense of
uneasiness, “the dread of being human, vulnerable, alone in the
universe and doomed to die.”Evil can also be a product of
chronic boredom.Ordinary distractions such as television,
movies, surfing the Internet, shopping, and sports don’t fill the
void, so people turn to evil instead.
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© 2015 SAGE Publications, Inc.
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The Faces of EvilEvil as Exclusion In moral exclusion, group
members draw a mental circle. Those inside the circle (called
the moral community or scope of justice) are treated with
respect Those outside the circle, on the other hand, are seen as
undeserving or expendable Mild forms of exclusion are part of
daily life and include, for example, making sexist comments,
applying double standards when judging the behavior of
different groups, and making unflattering comparisons to appear
superior to others. In extreme forms of exclusion evils such as
human rights violations, torture, murder and genocide can
occur.
© 2015 SAGE Publications, Inc.
© 2015 SAGE Publications, Inc.
Evil as ExclusionDispute resolution expert Susan Opotow
believes that moral exclusion progresses through five states or
elements that reinforce one another and can become a vicious
cycle:
1. Conflicts of interest are salient. 2. Group categorizations are
salient. 3. Moral justifications are prominent. 4. Unjust
procedures are described as expedient. 5. Harmful outcomes
occur.
© 2015 SAGE Publications, Inc.
© 2015 SAGE Publications, Inc.
The Faces of EvilEvil as Deception
Psychiatrist Scott Peck identifies evil as a form of narcissism or
self-absorption.Evil people refuse to submit and try to control
others instead. Evil people are consumed with keeping up
appearances. Peck believes that truly evil people are more likely
to live in our neighborhoods than in our jails.
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© 2015 SAGE Publications, Inc.
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The Faces of EvilEvil as Bureaucracy
According to public administration professors Guy Adams and
Danny Balfour, the combination of science and technology made
the 1900s so destructive.In administrative evil, organizational
members commit heinous crimes while carrying out their daily
tasks.Balfour and Adams argue that the true nature of
administrative evil is masked or hidden from participants.
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© 2015 SAGE Publications, Inc.
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The Faces of EvilEvil as Sanctioned Destruction
Social scientists Nevitt Sanford and Craig Comstock believe
that widespread evil occurs when victimizers are given
permission or sanction to attack groups that have been devalued
or dehumanized.Sanctions can be overt or disguised. After the
sanction is given it opens the door to oppression because
targeted groups no longer enjoy the protections given to the rest
of society.
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© 2015 SAGE Publications, Inc.
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The Faces of EvilEvil as a ChoiceA number of scholars argue
that we become good or evil through a series of small,
incremental decisions. Throughout our lives we face many
decisions where we need to decide which path to choose.We
cannot correct poor decisions by continuing on that path. We
must return to the fork in the road and choose the other path. An
illustration for what happens when a leader makes a series of
evil choices:Moses repeatedly asks Pharaoh to let his people go,
but the Egyptian ruler turns down every request. Eventually the
king’s heart is “hardened,” and he and his army are destroyed.
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© 2015 SAGE Publications, Inc.
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The Faces of Evil Evil as Ordinary
The evil-as-ordinary perspective focuses on the situational
factors that cause otherwise ordinary or normal people to
become evildoers.Case Example: Stanford Prison
ExperimentEvil is likely to continue when others fail to
intervene to stop it.
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© 2015 SAGE Publications, Inc.
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Leadership Ethics at the Movies: Beyond the GatesDiscussion
Questions:
What forms of evil do you see in the film?Evaluate the actions
of the United Nations commander. Should he have disobeyed
orders and fired upon the killers outside the gate? Refused
to withdraw? Shot the refugees as they requested?Why
was Father Christopher able to forgive his killers?
© 2015 SAGE Publications, Inc.
© 2015 SAGE Publications, Inc.
Facing EvilWe need to be aware of how our activities contribute
to good or evil.Language is one of the evildoers’ most powerful
tools.Evil as a choice puts the ethical burden squarely on our
shoulders.Every moral decision, no matter how insignificant it
seems at the time, has lasting consequences.The perspective of
evil as ordinary reminds us that we all have the potential to be
evildoers.
© 2015 SAGE Publications, Inc.
© 2015 SAGE Publications, Inc.
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Making a Case for ForgivenessBreaking the Cycle of EvilA
growing number of social scientists believe that forgiving
instead of retaliating can prevent or break cycles of evil.In a
cycle of evil, aggressive acts provoke retaliation followed by
more aggression.Forgiving evildoers is controversial. Because
of this skeptics worry about the following:1. That guilty parties
will get off without acknowledging they have done wrong or
paying for their crimes2. Forgiveness will be a sign of
weakness3. Forgiveness is impossible in some situations4.
Forgiveness cannot be offered until the offender asks for it5. No
leader has the right to offer forgiveness on behalf of the victim
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© 2015 SAGE Publications, Inc.
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Making a Case for ForgivenessThe Forgiveness Process
According to Robert Enright, professor of educational
psychology and president of the International Forgiveness
Institute at the University of Wisconsin, forgiveness is not the
following:Forgetting past wrongs to “move on”Excusing or
condoning bad, damaging behaviorReconciliation or coming
together again (forgiveness opens the way to reconciliation, but
the other person must change or desire to reconcile)Reducing
the severity of offensesOffering a legal pardonPretending to
forgive in order to wield power over another personIgnoring the
offenderDropping our anger and becoming emotionally neutral
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Making a Case for Forgiveness4 Stage Model of Forgiveness 1.
Uncovering: the victim may deny the problem exists; the person
does acknowledge the hurt, and may experience intense feelings
of anger, shame and betrayal2. Decision: the injured party
realizes that he/she is paying a high price for dwelling on the
injury considers the possibility of forgiveness and commits to
forgiving 3. Work: forgiveness is accomplished in this stage;
attempts to understand the victim’s background; may experience
empathy; absorbing the pain is the key in this stage4.
Deepening: this stage describes the outcomes of forgiveness;
the person offering the forgiveness may develop a new purpose
in life and find peace
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© 2015 SAGE Publications, Inc.
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Making a Case for Forgiveness4 strands to explain how warring
groups can overcome their mutual hatred and bind together to
restore fractured relationships1. Moral Truth: forgiveness starts
with recalling the past and rendering a moral judgment2.
Forbearance: forbearance means rejecting revenge in favor of
restraint3. Empathy: empathy doesn’t excuse wrongs but
acknowledges that offender and offended share much in
common4. Commitment: to restore the broken relationship
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© 2015 SAGE Publications, Inc.
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Seeking ForgivenessJust as we need to offer forgiveness, we
need to seek forgiveness; some call this the “Age of Apology”
Nearly every week there seems to be a prominent figure offering
an apology for his or her misdeeds. Political apologies appear to
be more commonBusinesses and religious groups, too, are
officially apologizing for past wrongs. Apologies can be highly
beneficial. They help restore the dignity of victims and promote
healing.
© 2015 SAGE Publications, Inc.
© 2015 SAGE Publications, Inc.
Seeking ForgivenessApologiesMany apologies (pseudo- on
inauthentic apologies) come up short. Inauthentic apologies are
frequently vague (“I apologize for whatever I did.. .”), use the
passive voice (“Mistakes have been made. . . ”); make the
offense conditional (“If mistakes were made.. .”); question
whether the victim was damaged (“If anyone was hurt.. . .); or
minimize the damage (“There’s really nothing (or very little) to
apologize for. . . “).
© 2015 SAGE Publications, Inc.
© 2015 SAGE Publications, Inc.
Seeking Forgiveness5 R model for evaluating the apologies of
others:
Recognition: identifying the specific offenses committed
Responsibility: take personal responsibility for the offenses;
avoid blaming othersRemorse: “I’m sorry” or “I apologize” or
“I regret” should be part of admission of responsibility
Restitution: take concrete steps to aid the victim; may be pay,
or intangibles like community service Repetition: signal your
commitment to not repeat the offensive behavior
© 2015 SAGE Publications, Inc.
© 2015 SAGE Publications, Inc.
Spirituality and LeadershipA great number of leaders turn to
spirituality to equip themselves as they make choices and
attempt to forgive by reshaping our thoughts, emotions and
behaviors.More and more academics are studying the link
between spiritual values and practices and organizational
performance.Downsizing, restructuring, rapid change, and
information overload have generated fear and uncertainty in the
workplace, which prompts us to seek stability and to reexamine
our lives.
© 2015 SAGE Publications, Inc.
© 2015 SAGE Publications, Inc.
*
Spirituality and LeadershipInvestigators have discovered that
spirituality enhances the following:
Commitment to mission, core values, and ethical
standardsOrganizational learning and
creativityMoraleProductivity and
profitabilityCollaborationLoyaltyWillingness to mentor
othersJob effortJob satisfactionSocial supportSensitivity to
ethical issues
© 2015 SAGE Publications, Inc.
© 2015 SAGE Publications, Inc.
*
Spirituality and LeadershipDonde Ashmos Plowman and Dennis
Duchon define workplace spirituality as “the recognition that
employees have an inner life that nourishes and is nourished by
meaningful work that takes place in the context of
community.”The inner life refers to the fact that employees
have spiritual needs (their core identity and values) just as they
have emotional, physical, and intellectual wants, and they bring
the whole person to work.Meaningful work describes the fact
that workers typically are motivated by more than material
rewards.Community refers to the fact that organization members
desire connection to others.
© 2015 SAGE Publications, Inc.
© 2015 SAGE Publications, Inc.
*
Spirituality and LeadershipBelief systems found in leaders who
engage in common spiritual practices:
Demonstrating respect for others’ valuesTreating others fairly
Expression of caring and concernListening
responsivelyAppreciating the contributions of othersEngaging
in reflective practice
© 2015 SAGE Publications, Inc.
© 2015 SAGE Publications, Inc.
*
Spirituality and LeadershipSpiritual leadership begins with the
inner life of the leader. Leaders who engage in spiritual
practices develop:(1) hope and faith in a vision of service to
others, and(2) a commitment to altruistic love.
After the initial excitement of discovering the benefits of
spirituality, individuals and organizations will typically hit
obstacles—frustration, financial challenges, feelings of
emptiness
© 2015 SAGE Publications, Inc.
© 2015 SAGE Publications, Inc.
Spirituality and LeadershipFramework that can be used to
measure the spiritual climate of a workplace (to determine your
organization’s spiritual progress):
Benevolence: kindness toward others; desire to promote the
happiness and prosperity of employees.Generativity: long-term
focus; concern about future consequences of actions for this and
future generations.Humanism: policies and practices that
respect the dignity and worth of every employee; opportunity
for personal growth when working toward organizational goals.
© 2015 SAGE Publications, Inc.
© 2015 SAGE Publications, Inc.
*
Spirituality and LeadershipSpiritual Framework (cont’d)
Integrity: adherence to a code of conduct; honesty; sincerity;
candor.Justice: even-handed treatment of employees;
impartiality; unbiased rewards and punishments.Mutuality:
employees feel interconnected and mutually dependent; work
together to complete projects and achieve goals.Receptivity:
flexible thinking; open-mindedness; take calculated risks;
reward creativity.
© 2015 SAGE Publications, Inc.
© 2015 SAGE Publications, Inc.
*
Spirituality and LeadershipSpiritual Framework (cont’d)
Respect: treat employees with esteem and value; show
consideration and concern.Responsibility: members
independently follow through on goals despite obstacles; are
concerned with what is right.Trust: members and outsiders have
confidence in the character and truthfulness of the organization
and its representatives.
© 2015 SAGE Publications, Inc.
© 2015 SAGE Publications, Inc.
*
Spirituality and LeadershipThe Dark Side of Spiritual
Leadership
Some leaders view spirituality solely as a tool for increasing
follower commitment (obedience) and productivity, losing sight
of the fact that spirituality has value in and of itself.Other
leaders try to impose their particular religious and spiritual
views on followers.In the worst-case scenario, authoritarian
leaders engage in spiritual abuse.
© 2015 SAGE Publications, Inc.
© 2015 SAGE Publications, Inc.
*
Spirituality and LeadershipCommon spiritual abuse tactics:
Overemphasizing spiritual authority and forbidding challenges
from followersDemanding unquestioning obedience as a sign of
follower loyalty, which takes away the right of subordinates to
make their own choicesKeeping members apart from outsiders
and dismissing external critics while, at the same time, hiding
character flaws and unethical practices from the public
© 2015 SAGE Publications, Inc.
© 2015 SAGE Publications, Inc.
*
Spirituality and LeadershipCommon spiritual abuse tactics
(cont’d)
Insisting on rigid beliefs and behavior while demanding
conformity and perfectionSuppressing follower dissent through
humiliation, deprivation, and other meansUsing nearly absolute
power to engage in fraud, sexual immorality, and other
unethical practices
© 2015 SAGE Publications, Inc.
© 2015 SAGE Publications, Inc.
*
Case Study: Oppression in the Hermit StateDiscussion
Questions:Should preventing North Korea from developing
nuclear weapons take priority over efforts to stop the country’s
human rights abuses?Should the international community
provide food aid if it is diverted to the military and government
officials as it has been in the past?What, if anything, can the
international community do to stop the abuses in North Korea?
Should the United States risk its relationship with China to stop
the murder and human rights violations in North Korea?What
faces of evil do you see reflected in this case?
© 2015 SAGE Publications, Inc.
© 2015 SAGE Publications, Inc.
Case Study: Evil in the Basement: The Attack on Columbine
High Discussion Questions:What, if anything, do you remember
about the Columbine attack? Why do you think it has inspired
other school shooters?What forms of evil do you see reflected
in the Columbine murders?What steps could parents and
authorities have taken to prevent Harris and Klebold from
evolving into killers?How do we keep from being deceived by
evildoers?Should Harris and Klebold be forgiven for their
assault on Columbine High School? Should their parents be
forgiven for not stopping the attack?What leadership ethics
lessons do you take from this case?
© 2015 SAGE Publications, Inc.
© 2015 SAGE Publications, Inc.
Case Study: Lance Armstrong
Comes Clean (or Does He?)Discussion Question:
Did Lance Armstrong offer an effective apology for his actions?
Why or why not?
© 2015 SAGE Publications, Inc.
© 2015 SAGE Publications, Inc.

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Chapter 3. The Leader’s Character This chapter addresses t.docx

  • 1. Chapter 3. The Leader’s Character This chapter addresses the inner dimension of leadership ethics. Questions as we enter this chapter: How do we shed light rather than shadows?How do we promote our character development? © 2015 SAGE Publications, Inc. © 2015 SAGE Publications, Inc. * Virtues and Virtue EthicsTo keep from projecting our internal enemies and selfishness on others, we need to go on the offensive, replacing or managing our unhealthy motivations through the development of positive leadership traits or qualities called virtues.Premise of virtue ethics is good people (those of high moral character), make good, moral choices. Joined by positive psychologist who believe there is more value in identifying and promoting the strengths of individuals than in trying to repair their weaknesses © 2015 SAGE Publications, Inc. © 2015 SAGE Publications, Inc. *
  • 2. Virtues EthicsMore on Virtue Ethics Those who promote virtue ethics start with the end in mind.These proponents develop a description or portrait of the ideal person (leader) and identify the admirable qualities or tendencies that make up the character of this ethical role modelThey always suggest ways in which others can acquire these virtues © 2015 SAGE Publications, Inc. © 2015 SAGE Publications, Inc. * Virtues 4 important features of virtues 1. Virtues are woven into the inner life of leaders 2. Virtues shape the way leaders see and behave 3. Virtues operate independently of the situation 4. Virtues help leaders live better lives © 2015 SAGE Publications, Inc. © 2015 SAGE Publications, Inc. * Elements of CharacterImportant virtues for leaders include the following: CourageTemperanceWisdom & Prudence (Practical
  • 3. Wisdom)JusticeOptimism IntegrityHumilityReverenceCompassion (Kindness, Generosity, Love) © 2015 SAGE Publications, Inc. © 2015 SAGE Publications, Inc. * CourageOf all the virtues, courage is no doubt the most universally admired. —Philosopher Andre Comte-Sponville Courage is overcoming fear in order to do the right thing.Leaders who are courageous acknowledge the dangers and anxiety they faceThey move forward despite the risks and costs People must have courage if they are to fulfill the two components of ethical leadership: acting morally and exerting moral influence. © 2015 SAGE Publications, Inc. © 2015 SAGE Publications, Inc. *
  • 4. Courageous FollowershipThe Courage to Assume ResponsibilityFollowers must be accountable both for themselves and for the organization as a whole.The Courage to ServeCourageous followers support their leaders through hard, often unglamorous work.The Courage to ChallengeCourageous followers need to confront leaders acting in a destructive manner. © 2015 SAGE Publications, Inc. © 2015 SAGE Publications, Inc. SOURCE: Chaleff, I. (2003). The courageous follower: Standing up to & for our leaders (2nd ed.). San Francisco: Berrett-Koehler. * Courageous Followership (cont’d)The Courage to Participate in TransformationThey need to take personal responsibility and visualize the outcomes of the transformation: better health, more productive employees, higher self-esteem, restored relationships. The Courage to LeaveWhen leaders are unwilling to change, courageous followers may take principled action by resigning from the organization. © 2015 SAGE Publications, Inc. © 2015 SAGE Publications, Inc. SOURCE: Chaleff, I. (2003). The courageous follower: Standing up to & for our leaders (2nd ed.). San Francisco: Berrett-Koehler. *
  • 5. TemperanceTo use things, therefore, and take pleasure in them as far as possible—not, of course, to the point where we are disgusted with them, for these is no pleasure in that—this is the part of a wise man. --Dutch philosopher Baruch Spinoza Moderation is key to practicing temperanceTemperance is the is the ability to control emotions and pleasureUnfortunately, a great many leaders are intemperate; they are unable to control their anger and rail at subordinates © 2015 SAGE Publications, Inc. © 2015 SAGE Publications, Inc. Wisdom & Prudence (Practical Wisdom) We judge a person’s wisdom by his hope. --American poet Ralph Waldo Emerson . . . the goal of human life is to be good. Prudence assists us in getting there. —Baldwin-Wallace College professors Alan Kolp and Peter Rea Wisdom draws upon knowledge and experience to promote the common good over both the short and long term. Prudence is a form of wisdom and is the ability to discern or select the best course of action in a given situation. Prudent leaders keep in mind the long-term consequences of their choices. © 2015 SAGE Publications, Inc. © 2015 SAGE Publications, Inc. *
  • 6. JusticeWhat is good And what does the Lord require of you? To act justly, and to love mercy And to walk humbly with your God. —Old Testament prophet Micah 2 Components of Justice:1. A sense of obligation for the common good2. Treating others as equally and fairly as possible © 2015 SAGE Publications, Inc. © 2015 SAGE Publications, Inc. Optimism Hope is not the conviction that something will turn out well, but the certainty that something makes sense, regardless of how it turns out. —Former Czechoslovakian president Václav Havel Optimists expect positive outcomesThey are more confident than pessimistsThey acknowledge the reality of situations and take steps for improvementOptimism is an essential quality for leaders. © 2015 SAGE Publications, Inc. © 2015 SAGE Publications, Inc. * IntegrityIntegrity lies at the very heart of understanding what leadership is. —Business professors Joseph Badaracco
  • 7. and Richard Ellsworth Integrity is defined as wholeness or completeness.These leaders are true to themselves and are consistent with what they say publically as well as how they think and act privately. They are honest in their dealings with others. © 2015 SAGE Publications, Inc. © 2015 SAGE Publications, Inc. * HumilityLet us be a little humble; let us think that the truth may not be entirely with us. —Jawaharlal Nehru Because of the failure of many celebrity CEO’s there is a strong argument for leaders to be humbleSome argue that humility strikes a balance between having an overly low and having an overly high opinion of the self. © 2015 SAGE Publications, Inc. © 2015 SAGE Publications, Inc. * Humility 3 Components of Humility 1. Self awareness: objectively assessing his/her strengths as a
  • 8. leader as well as their limitations2. Openness: product of knowing one’s weaknesses; being open to new ideas and knowledge3. Transcendence: acknowledging that there is a greater power than the self © 2015 SAGE Publications, Inc. © 2015 SAGE Publications, Inc. * Reverence It’s not wise To lift our thoughts too high; We are human and our time is short. —Ancient Greek playwright Euripides Reverence can be thought of as the capacity to feel a sense of awe, respect, and even shame when appropriate. Leaders that show reverence respect the input of others, rely on persuasion rather than force, and listen to followers’ ideas. © 2015 SAGE Publications, Inc. © 2015 SAGE Publications, Inc. * Compassion (Kindness, Generosity, Love)All happiness in the world comes from serving others; all sorrow in the world comes from acting selfishly. —Leadership expert Margaret Wheatley
  • 9. An orientation that puts others ahead of the selfValue others regardless of whether or not they get anything in return © 2015 SAGE Publications, Inc. © 2015 SAGE Publications, Inc. * Leadership Ethics at the Movies: The Iron LadyDiscussion Questions: What character traits helped Thatcher become Prime Minister and to remain in office? What character traits ultimately led to her downfall?What price did the Prime Minister pay for her rise to power? At one point, Thatcher says that ideas are more important to her than feelings. Did this make her less sensitive to the impact of her policies and to her colleagues? © 2015 SAGE Publications, Inc. © 2015 SAGE Publications, Inc. Character BuildingFinding Role Models We often learn what it means to be virtuous by observing and imitating exemplary leaders.If we’re to develop worthy character, we need examples of those who demonstrate virtue on a daily basis.Because character is developed over time through a series of moral choices and actions, we need examples of those who live consistent moral lives. © 2015 SAGE Publications, Inc. © 2015 SAGE Publications, Inc.
  • 10. * Character Building Moral Episodes v. Moral ProcessesMoral episodes are made up of moral crises and moral confrontations.These crises are often dangerous and those that respond to them could be considered “moral heroes.” Moral confrontations aren’t dangerous, but they do involve risk and call for “moral champions.”Moral processes consist of moral projects and moral work.Moral projects are designed to improve ethical behavior during a limited amount of time and require “moral leaders.”The “moral worker” strives for ethical consistency throughout life. © 2015 SAGE Publications, Inc. © 2015 SAGE Publications, Inc. * Character BuildingMoral exemplars common characteristics: Certainty: Moral exemplars are sure of what they believe and take responsibility for acting on their convictions.Positivity: They take a positive approach to life even in the face of hardship; they enjoy what they do and are optimistic about the future. Unity of self and moral goals: They do not distinguish between their personal identity and their ethical convictions. © 2015 SAGE Publications, Inc. © 2015 SAGE Publications, Inc.
  • 11. * Box 3.1 The Journey to Humanitarian LeadershipThe seven choice points that several humanitarians faced on their journeys to helping others: Choice 1: Leveraging life experiences. Choice 2: Sense of fairness. Choice 3: Believe that we can matter. Choice 4: Open to an opportunity. Choice 5: Taking the first small step Choice 6: Perseverance. Choice 7: Leading the way. © 2015 SAGE Publications, Inc. © 2015 SAGE Publications, Inc. See: LaFasto, F., & Larson, C. (2012). The humanitarian leader in each of us: 7 choices that shape a socially responsible life. Thousand Oaks, CA: Sage. * Telling and Living Collective StoriesVirtues are more likely to take root when nurtured by families, schools, governments, and religious bodies.Worthy narratives bring out the best in us, encouraging us to suppress our inner demons and to cast light instead of shadow.We can learn leaderships ethics from both fictional characters and real-life ones. Almost any story about leaders, whether real or fictional, can teach us something about ethical and unethical behavior. © 2015 SAGE Publications, Inc. © 2015 SAGE Publications, Inc.
  • 12. * Learning from HardshipHardship and suffering can play an important role in developing character. Hardship has been identified as one of the factors contributing to leadership development. Hardships, along with novelty, difficult goals, and conflict, challenge people.Leaders can develop the fastest when they encounter situations that stretch or challenge them. © 2015 SAGE Publications, Inc. © 2015 SAGE Publications, Inc. * Learning from Hardship5 Common Categories of Hardship Events: 1. Business mistakes and failures: examples would include losing an important client, failed products and programs, broken relationships and bankruptcy2. Career setbacks: examples would include missed promotions, unsatisfying jobs, demotions and firings3. Personal trauma: examples include divorce, cancer, death, and difficult children4. Problem employees: troubled employees include those who steal, defraud, cannot perform, or perform well only part of the time5. Downsizing: leaders who lose their job through no fault of their own © 2015 SAGE Publications, Inc. © 2015 SAGE Publications, Inc.
  • 13. * Learning from HardshipTips to Learn from a Specific Failure1. Identify a significant failure from your professional or personal life and summarize the failure in a sentence (be sure to use the word failure).2. Describe how you felt and thought about the failure immediately after it happened.3. Move forward in time to identify any positive outcomes that came out of the failure, including skills you acquired, lessons you learned, and any relationships you established.4. Identify how the failure changed or shaped you as a person, noting any new traits or attitudes you have adopted and whether you are any more mature now than before the failure event.34 © 2015 SAGE Publications, Inc. © 2015 SAGE Publications, Inc. * Habits are repeated routines or practices designed to foster virtuous behavior. The 7 habits of effective and ethical leaders: Habit 1: Be proactiveHabit 2: Begin with the end in mindHabit 3: Put first things firstHabit 4: Think win-winHabit 5: Seek first to understand, then to be understoodHabit 6: SynergizeHabit 7: Sharpen the saw (continual renewal of the physical, mental, social or emotional, and spiritual dimensions of the self) © 2015 SAGE Publications, Inc. © 2015 SAGE Publications, Inc.
  • 14. * Mission Statements Developing a mission statement is the best way to keep the end or destination in mind.9 cairns (or markers) for creating personal purpose:1. Call your purpose; listen for guidance2. Find a sacred place3. See time as continuous; begin with the child and move with the present4. Identify special skills and talents; accept imperfections5. Trust your intuition6. Open the door when opportunity knocks7. Find your passion and make it happen8. Write your life story; imagine a great leader9. Honor your legacy; one step at a time © 2015 SAGE Publications, Inc. © 2015 SAGE Publications, Inc. * Identifying ValuesOur values serve as a moral compass to guide us. Values provide a frame of reference, helping us to set priorities and to determine right or wrong. Many discussions in organizations have an underlying value component. Working with a list of values can be helpful. © 2015 SAGE Publications, Inc. © 2015 SAGE Publications, Inc.
  • 15. * Identifying Values6 Major Value Types (Prototypes are examples of occupations that best fit into the given orientation)1. Theoretical: intellectuals who want to discover the truthPrototypes: research scientists, engineers2. Economic: usefulness is the most important criterionPrototype: small business owner3. Aesthetic: value form and harmonyPrototypes: artists, architects © 2015 SAGE Publications, Inc. © 2015 SAGE Publications, Inc. * Identifying Values6 Major Value Types (cont’d) 4. Social: love of others is the highest valuePrototype: social worker5. Political: power drivenPrototypes: senators, governors6. Religious: seek unity through understanding and relating to the cosmos as a wholePrototypes: pastors, rabbis, Muslim clerics © 2015 SAGE Publications, Inc. © 2015 SAGE Publications, Inc. *
  • 16. Case Study: Virtue and Extremis LeadershipDiscussion Questions:Have you ever followed someone in a life or death situation? What qualities (competencies, virtues) did you look for in your leader?Have you ever been an in extremis leader? What qualities (competencies, virtues) did you demonstrate?Do you want a career in a high-risk occupation like policing, combat or fire fighting? Why are you seeking a dangerous profession? Have you ever been part of an organization that experienced a crisis and/or the death or serious injury of one or more its members? How did leaders respond to the crisis or tragedy? What virtues did they demonstrate? How can we prepare ourselves to function effectively in high risk situations? © 2015 SAGE Publications, Inc. © 2015 SAGE Publications, Inc. Case Study: The Spectacular Rise and Fall of a Humanitarian Hero Discussion Questions: How much was Mortenson’s failure the result of poor character and how much was the product of other factors?What poses the greatest danger to a leader’s character? Success or failure?Why do we often have difficulty acknowledging that our heroes have flaws?Is Mortenson completely discredited as a spokesperson for building schools in Central Asia?As a donor, what ethical responsibility do you have when deciding which charities to support? Has Greg Mortenson done more good than harm? © 2015 SAGE Publications, Inc. © 2015 SAGE Publications, Inc.
  • 17. Case Study: Wangari Maathai Discussion Questions:What does Maathi have in common with other moral exemplars?What character traits did Maathi exhibit? What role did hardship play in her ultimate success?Can you develop character without experiencing failure?What leadership/followership ethics lessons do you take from this case? © 2015 SAGE Publications, Inc. © 2015 SAGE Publications, Inc. CASE: José’s Authentic Mexican Restaurant “Two bean tacos, a chicken burrito grande, and a side order of Spanish rice, please.” Ivan Karetski called his table’s order into the kitchen as he prepared the beverage orders. Business was brisk. Karetski liked it that way. Lots of customers meant lots of tips and, as a struggling graduate student, the extra income was greatly appreciated. Lately, however, his tips had been declining. José’s is a small, 58-seat restaurant that offers a reasonably broad range of Mexican food prepared and presented in a traditional Mexican style. It is located in New England in a mature business district on the edge of a large metropolitan area. The site is adjacent to a central artery and offers limited free off-street parking. The restaurant’s interior decoration promotes the Mexican theme: The walls appear to be made of adobe and are draped with serapes, the furniture is Spanish– Mexican style, and flamenco guitar and mariachi alternate as background music. Patrons enter the restaurant through a small vestibule that opens directly into the dining area; there is no separate waiting area. Upon arrival, patrons are greeted by a hostess and either seated directly or apprised of the expected wait. Seating at José’s is usually immediate except for Friday and Saturday nights when waits of as long as 45 minutes can be encountered. Because space inside for waiting is very limited, patrons must remain outside until their party is called. José’s does not take reservations.
  • 18. After seating patrons, the hostess distributes menus and fills glasses with water. If standards are being met, the waiter assigned to the table greets the patrons within one minute of their being seated. (Being a traditional Mexican restaurant, its entire wait staff is male.) The waiter introduces himself, announces the daily specials, and takes the beverage orders. After delivering the beverages, the waiter takes the meal orders. The menu consists of 23 main entrees assembled from eight basic stocks (chicken, beef, beans, rice, corn tortillas, flour tortillas, tomatoes, and lettuce) and a variety of other ingredients (fruits, vegetables, sauces, herbs, and spices). Before the dining hours begin, the cook prepares the basic stocks so that they can be quickly combined and finished off to complete the requested meals. The typical amount of time needed to complete a meal once it has been ordered is 12 minutes. A good portion of this time is for final cooking, so several meals may be in preparation at the same time. As can be imagined, one of the skills a good cook needs is to be able to schedule production of the various meals ordered at a table so that they are ready at approximately the same time. Once all the meals and any side dishes have been completed by the cook, the waiter checks to see that all meals are correct and pleasing to the eye, corrects any mistakes, and adds any finishing touches. When everything is in order, he assembles them on a tray and delivers them to the table. From this point on, the waiter keeps an eye on the table to detect when any additional service or assistance is needed. When the diners at the table appear to be substantially finished with their main meal, the waiter approaches, asks if he can clear away any dishes, and takes any requests for dessert or coffee. When the entire meal has been completed, the waiter presents the bill and shortly thereafter collects payment. José’s accepts cash or major credit card but no checks. Karetski feels that his relationship with the cook is important. As the cook largely controls the quality of the food, Karetski wants to stay on good terms with him. He treats the cook with
  • 19. respect, tries to place the items on his order slip in the sequence of longest preparation time, and makes sure to write clearly so that the orders are easy to read. Although it is not his job, he helps out by fetching food stocks from the refrigerator or the storage area when the cook is busy and by doing some of the food preparation himself. The cook has been irritable lately, complaining of the poor quality of some of the ingredients that have been delivered. Last week, for example, he received lettuce that appeared wilted and chicken that was tough and more bone than meat. During peak times, it can take more than 20 minutes to get good meals delivered to the table. Karetski had been shown the results of a customer survey that management conducted last Friday and Saturday during the evening mealtime. The following table shows a summary of the responses: Customer Survey Results Were you seated promptly? Yes: 70 No: 13 Was your waiter satisfactory? Yes: 73 No: 10 Were you served in a reasonable time? Yes: 58 No: 25 Was your food enjoyable? Yes: 72 No: 11
  • 20. Was your dining experience worth the cost? Yes: 67 No: 16 As Karetski carried the tray of drinks to the table, he wondered whether the recent falloff in tips was due to anything that he could control. QUESTIONS 1. How should process outcomes and quality be defined at this restaurant? 2. What are the restaurant’s costs of process failures? 3. Use some of the tools for process analysis to assess the situation at José’s. Chapter 4. Combating EvilThe Faces of Evil Recognizing the presence of evil is an important first step.Contemporary Western definitions of evil emphasize its destructiveness.Evildoers do excessive harm, going well beyond what is needed to achieve their objectives.Evil destroys self- esteem, physical and emotional well-being, relationships, communities, and nations. © 2015 SAGE Publications, Inc. © 2015 SAGE Publications, Inc. *
  • 21. The Faces of EvilPerspectives on Evil 1. Evil as Dreadful Pleasure2. Evil as Exclusion3. Evil as Deception4. Evil as Bureaucracy5. Evil as a Choice6. Evil as Ordinary © 2015 SAGE Publications, Inc. © 2015 SAGE Publications, Inc. * The Faces of EvilEvil as Dreadful Pleasure University of Maryland political science professor C. Fred Alford defines evil as a combination of dread and pleasure.He discovered that people experience evil as a deep sense of uneasiness, “the dread of being human, vulnerable, alone in the universe and doomed to die.”Evil can also be a product of chronic boredom.Ordinary distractions such as television, movies, surfing the Internet, shopping, and sports don’t fill the void, so people turn to evil instead. © 2015 SAGE Publications, Inc. © 2015 SAGE Publications, Inc. * The Faces of EvilEvil as Exclusion In moral exclusion, group members draw a mental circle. Those inside the circle (called
  • 22. the moral community or scope of justice) are treated with respect Those outside the circle, on the other hand, are seen as undeserving or expendable Mild forms of exclusion are part of daily life and include, for example, making sexist comments, applying double standards when judging the behavior of different groups, and making unflattering comparisons to appear superior to others. In extreme forms of exclusion evils such as human rights violations, torture, murder and genocide can occur. © 2015 SAGE Publications, Inc. © 2015 SAGE Publications, Inc. Evil as ExclusionDispute resolution expert Susan Opotow believes that moral exclusion progresses through five states or elements that reinforce one another and can become a vicious cycle: 1. Conflicts of interest are salient. 2. Group categorizations are salient. 3. Moral justifications are prominent. 4. Unjust procedures are described as expedient. 5. Harmful outcomes occur. © 2015 SAGE Publications, Inc. © 2015 SAGE Publications, Inc. The Faces of EvilEvil as Deception Psychiatrist Scott Peck identifies evil as a form of narcissism or self-absorption.Evil people refuse to submit and try to control others instead. Evil people are consumed with keeping up appearances. Peck believes that truly evil people are more likely to live in our neighborhoods than in our jails. © 2015 SAGE Publications, Inc. © 2015 SAGE Publications, Inc.
  • 23. * The Faces of EvilEvil as Bureaucracy According to public administration professors Guy Adams and Danny Balfour, the combination of science and technology made the 1900s so destructive.In administrative evil, organizational members commit heinous crimes while carrying out their daily tasks.Balfour and Adams argue that the true nature of administrative evil is masked or hidden from participants. © 2015 SAGE Publications, Inc. © 2015 SAGE Publications, Inc. * The Faces of EvilEvil as Sanctioned Destruction Social scientists Nevitt Sanford and Craig Comstock believe that widespread evil occurs when victimizers are given permission or sanction to attack groups that have been devalued or dehumanized.Sanctions can be overt or disguised. After the sanction is given it opens the door to oppression because targeted groups no longer enjoy the protections given to the rest of society. © 2015 SAGE Publications, Inc. © 2015 SAGE Publications, Inc.
  • 24. * The Faces of EvilEvil as a ChoiceA number of scholars argue that we become good or evil through a series of small, incremental decisions. Throughout our lives we face many decisions where we need to decide which path to choose.We cannot correct poor decisions by continuing on that path. We must return to the fork in the road and choose the other path. An illustration for what happens when a leader makes a series of evil choices:Moses repeatedly asks Pharaoh to let his people go, but the Egyptian ruler turns down every request. Eventually the king’s heart is “hardened,” and he and his army are destroyed. © 2015 SAGE Publications, Inc. © 2015 SAGE Publications, Inc. * The Faces of Evil Evil as Ordinary The evil-as-ordinary perspective focuses on the situational factors that cause otherwise ordinary or normal people to become evildoers.Case Example: Stanford Prison ExperimentEvil is likely to continue when others fail to intervene to stop it. © 2015 SAGE Publications, Inc. © 2015 SAGE Publications, Inc. *
  • 25. Leadership Ethics at the Movies: Beyond the GatesDiscussion Questions: What forms of evil do you see in the film?Evaluate the actions of the United Nations commander. Should he have disobeyed orders and fired upon the killers outside the gate? Refused to withdraw? Shot the refugees as they requested?Why was Father Christopher able to forgive his killers? © 2015 SAGE Publications, Inc. © 2015 SAGE Publications, Inc. Facing EvilWe need to be aware of how our activities contribute to good or evil.Language is one of the evildoers’ most powerful tools.Evil as a choice puts the ethical burden squarely on our shoulders.Every moral decision, no matter how insignificant it seems at the time, has lasting consequences.The perspective of evil as ordinary reminds us that we all have the potential to be evildoers. © 2015 SAGE Publications, Inc. © 2015 SAGE Publications, Inc. * Making a Case for ForgivenessBreaking the Cycle of EvilA growing number of social scientists believe that forgiving instead of retaliating can prevent or break cycles of evil.In a cycle of evil, aggressive acts provoke retaliation followed by more aggression.Forgiving evildoers is controversial. Because of this skeptics worry about the following:1. That guilty parties
  • 26. will get off without acknowledging they have done wrong or paying for their crimes2. Forgiveness will be a sign of weakness3. Forgiveness is impossible in some situations4. Forgiveness cannot be offered until the offender asks for it5. No leader has the right to offer forgiveness on behalf of the victim © 2015 SAGE Publications, Inc. © 2015 SAGE Publications, Inc. * Making a Case for ForgivenessThe Forgiveness Process According to Robert Enright, professor of educational psychology and president of the International Forgiveness Institute at the University of Wisconsin, forgiveness is not the following:Forgetting past wrongs to “move on”Excusing or condoning bad, damaging behaviorReconciliation or coming together again (forgiveness opens the way to reconciliation, but the other person must change or desire to reconcile)Reducing the severity of offensesOffering a legal pardonPretending to forgive in order to wield power over another personIgnoring the offenderDropping our anger and becoming emotionally neutral © 2015 SAGE Publications, Inc. © 2015 SAGE Publications, Inc. * Making a Case for Forgiveness4 Stage Model of Forgiveness 1. Uncovering: the victim may deny the problem exists; the person
  • 27. does acknowledge the hurt, and may experience intense feelings of anger, shame and betrayal2. Decision: the injured party realizes that he/she is paying a high price for dwelling on the injury considers the possibility of forgiveness and commits to forgiving 3. Work: forgiveness is accomplished in this stage; attempts to understand the victim’s background; may experience empathy; absorbing the pain is the key in this stage4. Deepening: this stage describes the outcomes of forgiveness; the person offering the forgiveness may develop a new purpose in life and find peace © 2015 SAGE Publications, Inc. © 2015 SAGE Publications, Inc. * Making a Case for Forgiveness4 strands to explain how warring groups can overcome their mutual hatred and bind together to restore fractured relationships1. Moral Truth: forgiveness starts with recalling the past and rendering a moral judgment2. Forbearance: forbearance means rejecting revenge in favor of restraint3. Empathy: empathy doesn’t excuse wrongs but acknowledges that offender and offended share much in common4. Commitment: to restore the broken relationship © 2015 SAGE Publications, Inc. © 2015 SAGE Publications, Inc. *
  • 28. Seeking ForgivenessJust as we need to offer forgiveness, we need to seek forgiveness; some call this the “Age of Apology” Nearly every week there seems to be a prominent figure offering an apology for his or her misdeeds. Political apologies appear to be more commonBusinesses and religious groups, too, are officially apologizing for past wrongs. Apologies can be highly beneficial. They help restore the dignity of victims and promote healing. © 2015 SAGE Publications, Inc. © 2015 SAGE Publications, Inc. Seeking ForgivenessApologiesMany apologies (pseudo- on inauthentic apologies) come up short. Inauthentic apologies are frequently vague (“I apologize for whatever I did.. .”), use the passive voice (“Mistakes have been made. . . ”); make the offense conditional (“If mistakes were made.. .”); question whether the victim was damaged (“If anyone was hurt.. . .); or minimize the damage (“There’s really nothing (or very little) to apologize for. . . “). © 2015 SAGE Publications, Inc. © 2015 SAGE Publications, Inc. Seeking Forgiveness5 R model for evaluating the apologies of others: Recognition: identifying the specific offenses committed Responsibility: take personal responsibility for the offenses; avoid blaming othersRemorse: “I’m sorry” or “I apologize” or “I regret” should be part of admission of responsibility Restitution: take concrete steps to aid the victim; may be pay, or intangibles like community service Repetition: signal your commitment to not repeat the offensive behavior © 2015 SAGE Publications, Inc.
  • 29. © 2015 SAGE Publications, Inc. Spirituality and LeadershipA great number of leaders turn to spirituality to equip themselves as they make choices and attempt to forgive by reshaping our thoughts, emotions and behaviors.More and more academics are studying the link between spiritual values and practices and organizational performance.Downsizing, restructuring, rapid change, and information overload have generated fear and uncertainty in the workplace, which prompts us to seek stability and to reexamine our lives. © 2015 SAGE Publications, Inc. © 2015 SAGE Publications, Inc. * Spirituality and LeadershipInvestigators have discovered that spirituality enhances the following: Commitment to mission, core values, and ethical standardsOrganizational learning and creativityMoraleProductivity and profitabilityCollaborationLoyaltyWillingness to mentor othersJob effortJob satisfactionSocial supportSensitivity to ethical issues © 2015 SAGE Publications, Inc. © 2015 SAGE Publications, Inc. *
  • 30. Spirituality and LeadershipDonde Ashmos Plowman and Dennis Duchon define workplace spirituality as “the recognition that employees have an inner life that nourishes and is nourished by meaningful work that takes place in the context of community.”The inner life refers to the fact that employees have spiritual needs (their core identity and values) just as they have emotional, physical, and intellectual wants, and they bring the whole person to work.Meaningful work describes the fact that workers typically are motivated by more than material rewards.Community refers to the fact that organization members desire connection to others. © 2015 SAGE Publications, Inc. © 2015 SAGE Publications, Inc. * Spirituality and LeadershipBelief systems found in leaders who engage in common spiritual practices: Demonstrating respect for others’ valuesTreating others fairly Expression of caring and concernListening responsivelyAppreciating the contributions of othersEngaging in reflective practice © 2015 SAGE Publications, Inc. © 2015 SAGE Publications, Inc. *
  • 31. Spirituality and LeadershipSpiritual leadership begins with the inner life of the leader. Leaders who engage in spiritual practices develop:(1) hope and faith in a vision of service to others, and(2) a commitment to altruistic love. After the initial excitement of discovering the benefits of spirituality, individuals and organizations will typically hit obstacles—frustration, financial challenges, feelings of emptiness © 2015 SAGE Publications, Inc. © 2015 SAGE Publications, Inc. Spirituality and LeadershipFramework that can be used to measure the spiritual climate of a workplace (to determine your organization’s spiritual progress): Benevolence: kindness toward others; desire to promote the happiness and prosperity of employees.Generativity: long-term focus; concern about future consequences of actions for this and future generations.Humanism: policies and practices that respect the dignity and worth of every employee; opportunity for personal growth when working toward organizational goals. © 2015 SAGE Publications, Inc. © 2015 SAGE Publications, Inc. * Spirituality and LeadershipSpiritual Framework (cont’d) Integrity: adherence to a code of conduct; honesty; sincerity; candor.Justice: even-handed treatment of employees;
  • 32. impartiality; unbiased rewards and punishments.Mutuality: employees feel interconnected and mutually dependent; work together to complete projects and achieve goals.Receptivity: flexible thinking; open-mindedness; take calculated risks; reward creativity. © 2015 SAGE Publications, Inc. © 2015 SAGE Publications, Inc. * Spirituality and LeadershipSpiritual Framework (cont’d) Respect: treat employees with esteem and value; show consideration and concern.Responsibility: members independently follow through on goals despite obstacles; are concerned with what is right.Trust: members and outsiders have confidence in the character and truthfulness of the organization and its representatives. © 2015 SAGE Publications, Inc. © 2015 SAGE Publications, Inc. * Spirituality and LeadershipThe Dark Side of Spiritual Leadership Some leaders view spirituality solely as a tool for increasing follower commitment (obedience) and productivity, losing sight of the fact that spirituality has value in and of itself.Other leaders try to impose their particular religious and spiritual
  • 33. views on followers.In the worst-case scenario, authoritarian leaders engage in spiritual abuse. © 2015 SAGE Publications, Inc. © 2015 SAGE Publications, Inc. * Spirituality and LeadershipCommon spiritual abuse tactics: Overemphasizing spiritual authority and forbidding challenges from followersDemanding unquestioning obedience as a sign of follower loyalty, which takes away the right of subordinates to make their own choicesKeeping members apart from outsiders and dismissing external critics while, at the same time, hiding character flaws and unethical practices from the public © 2015 SAGE Publications, Inc. © 2015 SAGE Publications, Inc. * Spirituality and LeadershipCommon spiritual abuse tactics (cont’d) Insisting on rigid beliefs and behavior while demanding conformity and perfectionSuppressing follower dissent through humiliation, deprivation, and other meansUsing nearly absolute power to engage in fraud, sexual immorality, and other unethical practices © 2015 SAGE Publications, Inc. © 2015 SAGE Publications, Inc.
  • 34. * Case Study: Oppression in the Hermit StateDiscussion Questions:Should preventing North Korea from developing nuclear weapons take priority over efforts to stop the country’s human rights abuses?Should the international community provide food aid if it is diverted to the military and government officials as it has been in the past?What, if anything, can the international community do to stop the abuses in North Korea? Should the United States risk its relationship with China to stop the murder and human rights violations in North Korea?What faces of evil do you see reflected in this case? © 2015 SAGE Publications, Inc. © 2015 SAGE Publications, Inc. Case Study: Evil in the Basement: The Attack on Columbine High Discussion Questions:What, if anything, do you remember about the Columbine attack? Why do you think it has inspired other school shooters?What forms of evil do you see reflected in the Columbine murders?What steps could parents and authorities have taken to prevent Harris and Klebold from evolving into killers?How do we keep from being deceived by evildoers?Should Harris and Klebold be forgiven for their assault on Columbine High School? Should their parents be forgiven for not stopping the attack?What leadership ethics lessons do you take from this case? © 2015 SAGE Publications, Inc. © 2015 SAGE Publications, Inc.
  • 35. Case Study: Lance Armstrong Comes Clean (or Does He?)Discussion Question: Did Lance Armstrong offer an effective apology for his actions? Why or why not? © 2015 SAGE Publications, Inc. © 2015 SAGE Publications, Inc.