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Ethical Leadership and Communications
The document discusses several aspects of communication that are important for leaders. It notes that communication is a core leadership function and effective communication and leadership are closely intertwined. Leaders need strong communication skills for relationships within organizations and larger groups. Three key facts about communication for leaders are: authenticity is highly valued, active listening is crucial, and clear and consistent messaging helps build trust. The document provides five tips for leaders to improve communication, including engaging in two-way dialogue, using stories to convey ideas, and adapting communication style to different audiences.
Ethical Leadership and Communications
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- 3. Is a combinationof traits that classifies an individual’s behavior “as behaviors conducted and decisions made by. organizational leaders that are illegal and/or violate moral standards, and those that impose processes and. structures that promote unethical conduct by followers” (Brown, Mitchell, 2010:588).
- 4. What value doTraits and Personality have in the Study of Leadership ? • Understanding people’s personalities is important because personality affects behavior as well as perceptions and attitudes. • Knowing personalities help explain and predict others’ behavior and job performance
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- 6. Surgency • Leadership and extraversiontraits • Want to be in- charge Agreeableness • Traits related to getting along with people • Sociable, friendly Adjustment • Traits related to emotional stability • Stable = self control; calm Conscientiousness • Traits related to achievement • Responsible and dependable Openness to experience • Traits related to the willingness to try new things • Seek change
- 7. • Identify individualstronger and weaker traits • Are used to ensure a proper match between the worker and the job • Are also used to categorize people as a means of predicting job success
- 8. Traits of EffectiveLeaders ✓ Internal Locus of Control ✓ High energy ✓ Dominance ✓ Self-confidence ✓ Stability ✓ Intelligence ✓ Sensitivity to others ✓ Flexibility ✓ Integrity
- 9. Dominance • Want tobe in-charge • Not overly bossy • Affects all other traits High Energy • Drive, hard work, stamina, persistence • Tolerate stress well Self-Confidence • Trust own judgments, decisions, ideas, capabilities • Related to effectiveness Locus of Control • INTERNAL = belief in the control of your own destiny • EXTERNAL = belief in fate/luck Stability • Emotionally in control, secure, positive • Associated with managerial effectiveness Integrity • Honest, ethical, trustworthy • Essential in running a successful business Traits of Effective Leaders
- 10. Intelligence • Is theability to think critically, solve problems, and make decisions • Is the best predictor of job performance Sensitivity • Understand group members as individuals, communicate well, people-centered • Requires empathy Flexibility • Change, adjust to changes • The ability to influence others about change Traits of Effective Leaders
- 11. Attempts to explainand predict behavior and performance based on a person’s need for achievement, power, and affiliation.
- 12. Need for Achievement (nAch) • Internal locus of control • Self-confidence • High energy • Goal oriented • Moderate risks • Competitive Need for Power (n Pow) • Want to be in-charge • Self-confident • High energy • Competitive • Ambitious • Less concerned with people Need for Affiliation (n Aff) • Strong personal relationships • Sensitivity to others • Joiners • Prefer “helping professions” • Concerned about what people think of them
- 13. • A setof traits that match up to the “typical” effective leader. • Tends to have a high need for socialized power, a moderate need for achievement, and a lesser need for affiliation.
- 14. Combined Traits andNeeds The Big Five Model of Personality Nine Traits of Effective Leaders Achievement Motivation Theory and LMP Surgency Domination Need for Power Agreeableness Sensitivity to others Need for Affiliation Adjustment Stability Socialized power (LMP) Conscientiousness High energy Self-confidence Integrity Need for Achievement Openness to experience Internal locus of control Intelligence Flexibility No separate need; included within other needs
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- 16. Confines women to asocially isolated domestic realm of society with little legitimate political regulation Relegates to women subservient obligations Denies the moral agency of women, claiming they lack the capacity for moral reasoning Preference for masculine values over female ones Prefers male notions of moral rules, judgments about particular actions, impartial moral assessments
- 17. Aristotle Rousseau Wollstonecraft Womenand Natural Subservience Women as Objects of Sexual Desire Gender – Neutral Morality
- 18. • Psychological question:Men are designed to command and women are to obey ➢ Slave – no deliberative faculty at all ➢ Women – the deliberative faculty without authority ➢ Child – an immature deliberative faculty • Moral question: Women have subservient virtues ➢ Men – temperance and courage in commanding ➢ Women – temperance and courage in obeying
- 19. • Psychological question: Womenare designed to sexually please men. “It is his strength that attracts her to him, and it is her allurement that attracts him to her.”
- 20. • Psychological question:Men and women are fundamentally the same. “The apparent differences are the result of sexist education.” • Moral question: All moral duties are human duties and there are no special female virtues or obligations ➢ Child rearing – women are not necessarily good at it
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- 22. Justice vs Care Kohlberg’sTheory Gilligan’s Theory Six stages of moral development, which move from selfishness to impartial justice A woman’s moral point of view is different from a man’s: ➢ Men typically emphasize rights and principles of justice ➢ Women typically focus on particular relationships
- 23. Care and Particularism •Moral Particularism: morality always involves particular relations with people, not lifeless abstractions • Classical Moral Theory: incorporates some particularism by recognizing obligations to family, friends, and local community • Criticism: this is not a dominant feature of traditional ethics, and it may not go far enough
- 24. Care and Virtues “Careshould be seen as a component of virtue theory, where care is a nurturing character trait that we personally internalize, as we do other virtues.” © Nel Noddings
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- 26. • Moral characterconsists of the virtues needed for ethical behavior, positive relationships, and responsible citizenship. • Moral character honors the interests of others, so that we do not violate moral values as we pursue our performance goals.
- 27. Lifelong learner and criticalthinker Diligent and capable performer Socially and emotionally skilled person Ethical thinker Respectful and responsible moral agent Self-disciplined person who pursues a healthy lifestyle Contributing community member and democratic citizen Spiritual person engaged in crafting a life of noble purpose
- 29. Comparison of EthicalTheories Consequentialism Deontology Virtue Theory Example Mill’s Utilitarianism Kantian Ethics Aristotle’s Moral Theory Abstract Description An action is right if it promotes the best consequences. An action is right if it is in accordance with a moral rule or principle. An action is right if it is what a virtuous agent would do in the circumstances. More concrete specification The best consequences are those in which happiness is maximized. A moral rule is one that is required by rationality. A virtuous agent is one who acts virtuously, that is, one who has and exercises the virtues. A virtue is a character trait a human being needs to flourish or live well.
- 30. Situationism A view ofpersonality that regards behavior as mostly a function of the situation, not of internal traits Moral Luck Moral luck occurs when the moral judgment of an agent depends on factors beyond the agent’s control. There are number of ways that moral luck can motivate criticisms of moral character. Impossibility of being Responsible for one’s character The idea that moral responsibility is impossible. Indeed, this option may be understood as taking the problem that moral luck proposes to its logical conclusion.
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- 32. • Right andwrong depend upon the situation • There are no universal moral rules or rights – each case is unique and deserves a unique solution. • Rejects “fabricated decisions and prescriptive rules”, it teaches that ethical decisions should follow flexible guidelines rather than absolute rules, and can be take on a case by case basis.
- 33. Elements of SituationEthics 1) Moral judgments are decisions, not conclusions • Decisions ought to be made situationally, not prescriptively. • We should seek the well-being of people, rather than love principles. 2) Only one thing is intrinsically good, namely, love: nothing else • Love, in this context, means desiring and acting to promote the wellbeing of people. • Nothing is inherently good or evil, except love and its opposite, indifference or actual malice. • Nothing is good or bad except as it helps or hurts persons. • The highest good is human welfare and happiness. • Whatever is most loving in a situation is right and good – not merely something to be excused as a lesser evil.
- 34. Elements of SituationEthics 3) Love and justice are the same, for justice is love distributed • Love and justice both require acts of will. • Love and justice are not properties of actions, they are things that people either do or don’t do. • Love and justice are essentially the same. • Justice is Christian love using its head – calculating its duties. The Christian love is ethic, searching seriously for a social policy, forms a coalition with the utilitarian principle of the “greatest good of the greatest number.” 4) The rightness depends on many factors • The rightness of an action does not reside in the act itself but in the loving configuration of the factors in the situation – in the “elements of a human act.”
- 35. • In highlycompetitive situations • In unsupervised situations • When there is no formal ethics policy • When unethical behavior is not punished or is rewarded
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- 37. • The wordcommunication is derived from a Latin word “Communis”, which means to share or to participate. • Two – way process of reaching mutual understanding in which parties involved exchange information, news, ideas, and feelings.
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- 39. Communication is saidto be the basis of every interpersonal relationship. • In fact effective communication is the key to a healthy and long lasting relationship. If individuals do not communicate with each other effectively, problems are bound to come. Communication plays a pivotal role in reducing misunderstandings. • It eventually strengthens the bond among individuals. A relationship loses its charm if individuals do not express and reciprocate their feelings through various modes of communication. • A healthy interaction is essential for a healthy relationship.
- 40. Take care ofyour tone and pitch. • Make sure you are not too loud or too soft. Being loud might hurt the other person. Speak softly in a convincing way. The other person must be able to understand what you intend to communicate. Choice of words is important in relationships. • Think twice before you speak. Remember one wrong word can change the meaning of an entire conversation. The other person might misinterpret you and spoil the relationship. Be crisp. Express your feelings clearly. Do not try to confuse the other person. Being straightforward helps you in relationships. An individual must interact with the other person regularly for the relationship to grow and reach to the next level. • Speaking over the phone. SMSing are ways of communicating and staying in touch especially in long distance relationships where individuals hardly meet.
- 41. Be polite. • Neverever shout on your partner even if he has done something wrong. Discuss issues and try to sort out your differences amicably. Abusing, fighting, criticizing spoil the relationship and in adverse cases might end it as well. Being rude is a crime in relationships. Try to understand the other person’s point of view as well. • Be a patient listener. Unless you listen carefully, you will never be able to communicate effectively. Individuals can also communicate through emails. • Emails are also an effective mode of communication at workplace. For better relations at workplace, try to communicate through written modes of communication. Be careful about the mail body and make sure they are self explanatory. Using capital letters in emails is considered to be rude and loud. Do not share any information with any of your fellow workers verbally. All the related employees must be marked a cc as well.
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- 43. For the SubordinateFor the Supervisor • The supervisor may serve as a role model • The supervisor may have formal power to reward/punish • The supervisor mediates the formal downward communication • The supervisor may develop a personal relationship with the subordinate • The subordinate serves as a channel of informal communication from other subordinates (both tasks/personal issues) • The subordinate’s satisfaction with the relationship may have a direct impact on the supervisor’s satisfaction with the relationship • The supervisor’s performance is eventually dependent on the performance of the subordinate
- 44. Misunderstandings Semantic – informationdistance • Also known as “Perceptual Incongruence” • The gap in information and understanding between superior/subordinate on specific issues. • This distance can stunt the growth of the sup/sub relationship • It can have negative individual, relational, and organizational effects
- 45. Deliberate Communication Upward Distortion •When subs are hesitant to communicate negative news to sups, they may distort the news in order to make it seem more positive. Strategic Ambiguity • Sup uses ambiguity to communicate with the sub to promote positive outcomes.
- 46. Deliberate Communication Upward DistortionStrategic Ambiguity • Can contribute to gap in understanding between sup/sub • More ethically suspect • Conscious effort to mislead • Misrepresents reality • Can contribute to gap in understanding between sup/sub • Less ethically suspect • Does not seek to mislead or damage • Could cause undue stress
- 47. Immediacy is anycommunication that indicates interpersonal warmth and closeness. Sups convey immediacy to Subs in a variety of ways: • Values subordinate input on job and in personal matters. • Attentive to subordinate both verbally and nonverbally. • Expresses confidence in the subordinate’s ability. • Shows a personal interest in the subordinate. • Expresses verbal appreciation for commendable work. • Demonstrates a willingness to assist the subordinate.
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- 49. Ignorance Ignorance of thelaw is no excuse; however, ignorance of policy and procedures is. The first method of deterrence is education. This is accomplished by means of designing, publishing, and disseminating organization policies and relevant laws, and also obtaining agreement to comply with these policies and laws from all members of the organization. Accident Individuals with authorization and privileges to manage information within the organization are most likely to cause harm or damage by accident. Careful planning and control helps prevent accidental modification to systems and data. Intent Criminal or unethical intent goes to the state of mind of the person performing the act; it is often necessary to establish criminal intent to successfully prosecute offenders. Protecting a system against those with intent to cause harm or damage is best accomplished by means of technical controls, and vigorous litigation or prosecution if these controls fail.
- 50. Laws and policiescan only deter if three conditions are present: Fear of being Caught • Potential offenders must believe there is a strong possibility of being caught. Penalties will not deter illegal or unethical behavior unless there is reasonable fear of being caught.
- 51. Fear of Penalty •Potential offenders must fear the penalty. Threats of informal reprimand or verbal warnings may not have the same impact as the threat of imprisonment or forfeiture of pay. Fear of Penalty being Administered • Potential offenders must believe that the penalty will in fact be administered.
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- 53. It’s critical. Communicationis a core leadership function. How Important is Communication for Leaders Effective communication and effective leadership are closely intertwined. Leaders need to be skilled communicators in countless relationships at the organizational level, in communities and groups, and sometimes on a global scale.
- 54. 3 Facts aboutCommunication for Leaders Authenticity counts — a lot Be honest and sincere. Find your own voice; quit using corporate-speak or sounding like someone you’re not. Let who you are, where you come from, and what you value come through in your communication. Visibility is a form of communication If you want to communicate well, don’t be out of sight. Don’t be known only by your emails and official missives. Show up. In person. As often as possible. Listening is a powerful skill Good communicators are also good listeners. When you listen well, you gain a clear understanding of another’s perspective and knowledge. Listening fosters trust, respect, and openness.
- 55. 5 Tips forLeaders to Communicate More Effectively 1. Communicate relentlessly. • Communicate information, thoughts, and ideas clearly — and frequently — in different media. Keep processes open and transparent, and find ways to help smooth the path of communication for your team or organization.
- 56. 2. Simplify andbe direct. • Say what you mean. Be direct. Don’t hide behind complexity or pile on a ton of information. Simple communication can be smart communication. 3. Listen and encourage input. • Pause. Be okay with silence. Encourage the other person to offer ideas and solutions before you give yours. Do 80% of the listening and 20% of the talking.
- 57. 4. Illustrate throughstories. • When you tell a good story, you give life to a vision, goal, or objective. Telling good stories creates trust, captures hearts and minds, and serves as a reminder of the vision. Plus, people find it easier to repeat a story or refer to an image or quote than to talk about a vision statement, strategy document, or project plan. 5. Affirm with actions. • If people hear one thing from you and see another, your credibility is shot. People need to trust you. Your behavior and actions communicate a world of information — be clear on the messages you send when you aren’t speaking a word.