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.
This document provides an overview of ethical decision making in business. It discusses several theories of ethics, including consequentialist theories like utilitarianism and ethical egoism, and non-consequentialist theories like deontology, virtue ethics, and the Golden Rule. It also outlines frameworks for analyzing ethical problems and making ethical decisions in business. The document aims to help business leaders evaluate decisions through a moral lens by considering various stakeholders and outcomes.
Whistle Blower is a person who takes a stand against the wrong for Selfless motives and remains resolute to his/her stand. This was a presentation given by me as a group of 5 girls across the MBA at Atmiya Institute of Technology & Science
A research-based ethical leadership training, covering 3 levels:
1- Personal
2- Team
3-Organization
Developped by Youssef Gaboune and Dr Tareq Al Suwaidan
The document discusses the concept of charismatic leadership. It defines charisma as a divinely inspired gift and describes Bill Gates as an exemplar of charismatic leadership. Key characteristics of charismatic leaders are described, including strong communication skills, maturity, humility, compassion, confidence, and a drive for self-improvement. Effective charismatic leaders listen well, monitor their public image, and are able to motivate followers through both good and difficult times.
The document discusses 5 types of leaders who are prone to becoming derailed: imposters, rationalizers, glory seekers, loners, and shooting stars. Imposters lack self-awareness and see underlings as threats. Rationalizers blame others instead of accepting responsibility. Glory seekers are motivated by fame over building lasting organizations. Loners fail to create support systems. Shooting stars' lives revolve around their careers and they don't learn from mistakes. All 5 see themselves as heroes but true leadership means empowering others, not just personal success. Leaders must avoid these pitfalls to stay grounded and elicit the best performance from their teams.
Glass ceiling refers to an unacknowledged barrier that prevents women from rising to positions of power within an organization, despite their qualifications. While everything appears transparent, there are invisible limits on how high women can climb the corporate hierarchy. The existence of a glass ceiling is still debated, as some argue discrimination and lack of family support hold women back, while others claim lack of commitment and prioritizing family over career are reasons few women reach executive levels. Both perspectives point to challenges women face in achieving leadership roles.
This document describes the Rational Interaction for Moral Sensitivity (RIMS) strategy for ethical decision-making. RIMS is based on Habermas' theory of the ideal speech situation, where moral knowledge is formed through rational discourse between participants. The strategy involves 3 steps: 1) generating and evaluating all viewpoints, 2) identifying implications, and 3) finding solutions that minimize negatives while retaining positives. Some objections to RIMS are that it is time-consuming and voluntary, but strategies are discussed to motivate participation in the process. The document provides an overview of the RIMS strategy for moral decision-making in business contexts.
Leadership & Impact On Organisation ClimateStella SIM
The document discusses six different leadership styles and their impact on organizational climate. It analyzes each style's positive and negative aspects, when each style works best, and how they affect key factors like flexibility, standards, feedback and rewards, mission clarity, and commitment. Overall, styles that build loyalty, offer feedback, create a sense of belonging, and motivate people to a clear direction maximize commitment and performance. The most effective leaders blend multiple styles to suit different situations.
This document provides an overview of ethical decision making in business. It discusses several theories of ethics, including consequentialist theories like utilitarianism and ethical egoism, and non-consequentialist theories like deontology, virtue ethics, and the Golden Rule. It also outlines frameworks for analyzing ethical problems and making ethical decisions in business. The document aims to help business leaders evaluate decisions through a moral lens by considering various stakeholders and outcomes.
Whistle Blower is a person who takes a stand against the wrong for Selfless motives and remains resolute to his/her stand. This was a presentation given by me as a group of 5 girls across the MBA at Atmiya Institute of Technology & Science
A research-based ethical leadership training, covering 3 levels:
1- Personal
2- Team
3-Organization
Developped by Youssef Gaboune and Dr Tareq Al Suwaidan
The document discusses the concept of charismatic leadership. It defines charisma as a divinely inspired gift and describes Bill Gates as an exemplar of charismatic leadership. Key characteristics of charismatic leaders are described, including strong communication skills, maturity, humility, compassion, confidence, and a drive for self-improvement. Effective charismatic leaders listen well, monitor their public image, and are able to motivate followers through both good and difficult times.
The document discusses 5 types of leaders who are prone to becoming derailed: imposters, rationalizers, glory seekers, loners, and shooting stars. Imposters lack self-awareness and see underlings as threats. Rationalizers blame others instead of accepting responsibility. Glory seekers are motivated by fame over building lasting organizations. Loners fail to create support systems. Shooting stars' lives revolve around their careers and they don't learn from mistakes. All 5 see themselves as heroes but true leadership means empowering others, not just personal success. Leaders must avoid these pitfalls to stay grounded and elicit the best performance from their teams.
Glass ceiling refers to an unacknowledged barrier that prevents women from rising to positions of power within an organization, despite their qualifications. While everything appears transparent, there are invisible limits on how high women can climb the corporate hierarchy. The existence of a glass ceiling is still debated, as some argue discrimination and lack of family support hold women back, while others claim lack of commitment and prioritizing family over career are reasons few women reach executive levels. Both perspectives point to challenges women face in achieving leadership roles.
This document describes the Rational Interaction for Moral Sensitivity (RIMS) strategy for ethical decision-making. RIMS is based on Habermas' theory of the ideal speech situation, where moral knowledge is formed through rational discourse between participants. The strategy involves 3 steps: 1) generating and evaluating all viewpoints, 2) identifying implications, and 3) finding solutions that minimize negatives while retaining positives. Some objections to RIMS are that it is time-consuming and voluntary, but strategies are discussed to motivate participation in the process. The document provides an overview of the RIMS strategy for moral decision-making in business contexts.
Leadership & Impact On Organisation ClimateStella SIM
The document discusses six different leadership styles and their impact on organizational climate. It analyzes each style's positive and negative aspects, when each style works best, and how they affect key factors like flexibility, standards, feedback and rewards, mission clarity, and commitment. Overall, styles that build loyalty, offer feedback, create a sense of belonging, and motivate people to a clear direction maximize commitment and performance. The most effective leaders blend multiple styles to suit different situations.
This chapter discusses business ethics and social responsibility. It defines business ethics as moral principles that guide business conduct, and explains that ethical behavior benefits businesses through customer loyalty and employee satisfaction. The chapter also defines social responsibility as a business's duty to benefit society. It describes how businesses have social responsibilities to customers, employees, and the environment, as regulated in the US by agencies like the FDA, EPA, and OSHA. The chapter maintains that businesses that practice ethics and fulfill their social responsibilities create long-term value for all stakeholders.
Presentation on importance of business ethics for managersKirti Gupta
The document discusses the importance of ethics in business. It states that business activities should adhere to moral principles and values. Managers play a key role in setting the ethical tone for a company through their own behavior and by encouraging ethical conduct among employees. Studying business ethics helps students make better decisions and improves business reputation. Unethical behaviors that can occur include lying, falsifying records, misusing assets, and theft. To promote ethics, companies should develop codes of conduct, lead by example, foster open communication, provide ethics education to employees, and treat ethics as an ongoing process. Managers must commit the organization to high ethical standards and communicate expectations and consequences.
This document provides an overview of ethics, including business ethics. It defines ethics as a system of moral principles concerning what is good or bad. Ethics is distinguished from laws in that ethics provides guidelines rather than enforceable rules. The document outlines the importance, scope, and objectives of ethics in both personal and professional/managerial contexts. It discusses the three levels of moral development and three types of ethics: transactional, participatory, and recognition. Business ethics aims to benefit society and stakeholders through compliance, contribution, and consideration of consequences. The government plays a role in legislating and supervising business ethics.
In this presentation, you will be able to find details of Hawthorne Studies including the side effects of the study that you will not find anywhere else. A table has been presented which clarified the concept like nowhere else.
Ethical leadership means behaving according to principles like integrity, respect, trust, fairness, transparency, and honesty that benefit the common good. Ethical leaders positively influence others through their example and direction. They also maintain credibility and reputation in the long run. Key traits of ethical leaders include knowing their values, behaving ethically consistently, not tolerating deviations, raising concerns even if unpopular, admitting mistakes, taking responsibility, defending teams, acting fairly, and leading by example.
An ethical leader is a moral person who consistently upholds ethical principles and creates the perception that ethics are important to the organization. Effective ethical leaders communicate that everyone faces ethical challenges and the organization's reaction is important. When leaders model ethical behavior, discipline misconduct, and consider ethics in decision making, employees observe less misconduct and are more willing to report issues. Ethical leadership helps create an effective ethics program.
Personality | Measure personality | Hofstede Five value DimensionsFaHaD .H. NooR
Types Of Personality | Measure Personality |
Extroverted (E) VS Introverted (I)
Sensing (S) VS Intuitive (N)
Thinking (T) VS Feeling (F)
Judging (J) VS Perceiving (P)
Analyst:
INTJ’s: visionaries with original minds and great drive. Skeptical, critical, independent, determined and stubborn.
INTP’s: Innovative inventors with an unquenchable thirst for knowledge.
ENTJ’s: Bold, imaginative and strong-willed leaders, always finding a way – or making one.
ENTP’s: innovative, individualistic, versatile, entrepreneural ideas, solving challenging problems but neglect routine decisions. Smart and curious thinkers who cannot resist an intellectual challenge.
This document outlines several ethical dilemmas and provides a model for analyzing ethical problems. The first dilemma discusses whether a school counselor should provide a student's academic records to the student's mother upon request, given the parents' marital status is unclear and the mother has little contact with the student. Applying state law, the counselor must determine custody rights and access to records before releasing any information. The next dilemmas involve issues of sexual orientation disclosure and duty to warn in counseling cases.
This document discusses ethics and business ethics. It defines ethics as the study of good and bad behavior and morality. Business ethics refers to applying ethical standards to business practices and decisions. The document outlines several approaches to ethical standards like utilitarianism and virtue ethics. It also discusses ethical dilemmas that can arise in business when there are conflicts between ethical decisions and business interests. Overall, the document provides an overview of ethics and emphasizes the importance of following ethical practices in business.
This document provides an introduction to business ethics, including definitions of ethics and business ethics. It discusses why ethics are important in business due to society's reaction against unethical practices and the need for cooperation and virtue. The document then outlines several moral theories used to determine right and wrong conduct, including utilitarianism, deontology, virtue ethics, moral relativism, and rights-based approaches.
This document discusses ethical dilemmas that can arise in the workplace and how to address them. It begins by defining ethics and explaining why ethics are important in the workplace, such as building credibility and trust. It then describes types of ethical dilemmas like double binds and fairness dilemmas. Examples of common unethical workplace behaviors are provided like lying, stealing, and favoritism. The document recommends steps organizations can take like establishing clear policies, training employees, and having an ethics hotline. It emphasizes treating all employees equally and with respect. Overall, the document stresses the importance of ethics for business success and having open communication to resolve any ethical issues.
Explains the meaning of two interrelated but distinct concepts of ethics and morality,states its need for public servants and the ways a public servant should pursue his career by following ethical principles of behaviour
This document discusses several concepts related to ethics including virtue ethics, situation ethics, care ethics, and moral worth. It provides details on:
- Virtue ethics focuses on developing moral character and virtues like wisdom, courage, and temperance. Actions are right if they are what a virtuous person would do.
- Situation ethics holds that moral decisions depend on the specific situation rather than universal rules. The only absolute is love, and decisions should maximize love and well-being.
- Care ethics emphasizes the importance of caring for vulnerable individuals and maintaining relationships. It is informed by feminist perspectives.
The document discusses several theories of work motivation:
- Maslow's hierarchy of needs proposes that people are motivated to fulfill basic physiological needs, safety needs, belongingness needs, esteem needs, and self-actualization needs in that order.
- Herzberg's two-factor theory distinguishes between motivator factors like achievement and recognition that motivate employees intrinsically, and hygiene factors like salary and working conditions that prevent dissatisfaction.
- Vroom's expectancy theory states that motivation depends on how much an employee expects effort will lead to good performance, and that performance will lead to desired rewards.
The document analyzes these and other theories like ERG theory, McClelland's learned needs theory,
Values represent what is important or meaningful to individuals and guide behaviors and decisions. Cultural values differ across groups and influence work attitudes. Job satisfaction is determined by how well a person's expectations match their work experiences and resources. It is impacted by personality, equity, and how mentally challenging or supportive the work environment is perceived to be. Managing values and attitudes can help align employees and improve performance and satisfaction.
There is good alignment between what the company says it stands for and what employees actually experience and believe in. Alignment of values helps build trust and commitment.
Principle 2: Distributed Leadership
• Leadership is distributed throughout the organisation rather than concentrated at the top.
There is good alignment between what the company says it stands for and what employees actually experience and believe in. Values are consistently demonstrated from top to bottom.
Principle 2: Distributed Leadership
• Leadership is distributed throughout the organisation.
This document outlines the syllabus for an Organizational Behavior and Effectiveness course. It covers 5 units that will examine topics like individual behavior, group dynamics, change management, power and conflict in organizations, and creativity and innovation. Each unit breaks down the topics and allocates class periods. It also provides reading recommendations and an overview of the course objectives to help students understand organizational problems and the creative problem-solving process within different organizational contexts.
This document provides an overview of key concepts in organizational behavior, including personality traits, perception, attitudes, power and politics, conflict, and stress. It discusses topics like locus of control, optimism vs pessimism, the attribution process, types of power, functional vs dysfunctional conflict, and causes and management of job stress. The goal of organizational behavior is to understand and predict how individual and group actions affect organizational performance.
This document discusses ethics in leadership. It defines leadership as a process of social interaction where individuals influence and motivate others to achieve group goals. The document contrasts transactional leadership, which focuses on compliance, with transformational leadership, which inspires change. It defines ethics as moral principles or duties. An ethical leader demonstrates trustworthiness, respect, responsibility, fairness, caring, and good citizenship. Unethical leadership can erode trust and respect. The document provides guidance for leaders to consider objectives, treat misconduct proportionately, and avoid ethical dilemmas that pit values against each other.
This chapter discusses business ethics and social responsibility. It defines business ethics as moral principles that guide business conduct, and explains that ethical behavior benefits businesses through customer loyalty and employee satisfaction. The chapter also defines social responsibility as a business's duty to benefit society. It describes how businesses have social responsibilities to customers, employees, and the environment, as regulated in the US by agencies like the FDA, EPA, and OSHA. The chapter maintains that businesses that practice ethics and fulfill their social responsibilities create long-term value for all stakeholders.
Presentation on importance of business ethics for managersKirti Gupta
The document discusses the importance of ethics in business. It states that business activities should adhere to moral principles and values. Managers play a key role in setting the ethical tone for a company through their own behavior and by encouraging ethical conduct among employees. Studying business ethics helps students make better decisions and improves business reputation. Unethical behaviors that can occur include lying, falsifying records, misusing assets, and theft. To promote ethics, companies should develop codes of conduct, lead by example, foster open communication, provide ethics education to employees, and treat ethics as an ongoing process. Managers must commit the organization to high ethical standards and communicate expectations and consequences.
This document provides an overview of ethics, including business ethics. It defines ethics as a system of moral principles concerning what is good or bad. Ethics is distinguished from laws in that ethics provides guidelines rather than enforceable rules. The document outlines the importance, scope, and objectives of ethics in both personal and professional/managerial contexts. It discusses the three levels of moral development and three types of ethics: transactional, participatory, and recognition. Business ethics aims to benefit society and stakeholders through compliance, contribution, and consideration of consequences. The government plays a role in legislating and supervising business ethics.
In this presentation, you will be able to find details of Hawthorne Studies including the side effects of the study that you will not find anywhere else. A table has been presented which clarified the concept like nowhere else.
Ethical leadership means behaving according to principles like integrity, respect, trust, fairness, transparency, and honesty that benefit the common good. Ethical leaders positively influence others through their example and direction. They also maintain credibility and reputation in the long run. Key traits of ethical leaders include knowing their values, behaving ethically consistently, not tolerating deviations, raising concerns even if unpopular, admitting mistakes, taking responsibility, defending teams, acting fairly, and leading by example.
An ethical leader is a moral person who consistently upholds ethical principles and creates the perception that ethics are important to the organization. Effective ethical leaders communicate that everyone faces ethical challenges and the organization's reaction is important. When leaders model ethical behavior, discipline misconduct, and consider ethics in decision making, employees observe less misconduct and are more willing to report issues. Ethical leadership helps create an effective ethics program.
Personality | Measure personality | Hofstede Five value DimensionsFaHaD .H. NooR
Types Of Personality | Measure Personality |
Extroverted (E) VS Introverted (I)
Sensing (S) VS Intuitive (N)
Thinking (T) VS Feeling (F)
Judging (J) VS Perceiving (P)
Analyst:
INTJ’s: visionaries with original minds and great drive. Skeptical, critical, independent, determined and stubborn.
INTP’s: Innovative inventors with an unquenchable thirst for knowledge.
ENTJ’s: Bold, imaginative and strong-willed leaders, always finding a way – or making one.
ENTP’s: innovative, individualistic, versatile, entrepreneural ideas, solving challenging problems but neglect routine decisions. Smart and curious thinkers who cannot resist an intellectual challenge.
This document outlines several ethical dilemmas and provides a model for analyzing ethical problems. The first dilemma discusses whether a school counselor should provide a student's academic records to the student's mother upon request, given the parents' marital status is unclear and the mother has little contact with the student. Applying state law, the counselor must determine custody rights and access to records before releasing any information. The next dilemmas involve issues of sexual orientation disclosure and duty to warn in counseling cases.
This document discusses ethics and business ethics. It defines ethics as the study of good and bad behavior and morality. Business ethics refers to applying ethical standards to business practices and decisions. The document outlines several approaches to ethical standards like utilitarianism and virtue ethics. It also discusses ethical dilemmas that can arise in business when there are conflicts between ethical decisions and business interests. Overall, the document provides an overview of ethics and emphasizes the importance of following ethical practices in business.
This document provides an introduction to business ethics, including definitions of ethics and business ethics. It discusses why ethics are important in business due to society's reaction against unethical practices and the need for cooperation and virtue. The document then outlines several moral theories used to determine right and wrong conduct, including utilitarianism, deontology, virtue ethics, moral relativism, and rights-based approaches.
This document discusses ethical dilemmas that can arise in the workplace and how to address them. It begins by defining ethics and explaining why ethics are important in the workplace, such as building credibility and trust. It then describes types of ethical dilemmas like double binds and fairness dilemmas. Examples of common unethical workplace behaviors are provided like lying, stealing, and favoritism. The document recommends steps organizations can take like establishing clear policies, training employees, and having an ethics hotline. It emphasizes treating all employees equally and with respect. Overall, the document stresses the importance of ethics for business success and having open communication to resolve any ethical issues.
Explains the meaning of two interrelated but distinct concepts of ethics and morality,states its need for public servants and the ways a public servant should pursue his career by following ethical principles of behaviour
This document discusses several concepts related to ethics including virtue ethics, situation ethics, care ethics, and moral worth. It provides details on:
- Virtue ethics focuses on developing moral character and virtues like wisdom, courage, and temperance. Actions are right if they are what a virtuous person would do.
- Situation ethics holds that moral decisions depend on the specific situation rather than universal rules. The only absolute is love, and decisions should maximize love and well-being.
- Care ethics emphasizes the importance of caring for vulnerable individuals and maintaining relationships. It is informed by feminist perspectives.
The document discusses several theories of work motivation:
- Maslow's hierarchy of needs proposes that people are motivated to fulfill basic physiological needs, safety needs, belongingness needs, esteem needs, and self-actualization needs in that order.
- Herzberg's two-factor theory distinguishes between motivator factors like achievement and recognition that motivate employees intrinsically, and hygiene factors like salary and working conditions that prevent dissatisfaction.
- Vroom's expectancy theory states that motivation depends on how much an employee expects effort will lead to good performance, and that performance will lead to desired rewards.
The document analyzes these and other theories like ERG theory, McClelland's learned needs theory,
Values represent what is important or meaningful to individuals and guide behaviors and decisions. Cultural values differ across groups and influence work attitudes. Job satisfaction is determined by how well a person's expectations match their work experiences and resources. It is impacted by personality, equity, and how mentally challenging or supportive the work environment is perceived to be. Managing values and attitudes can help align employees and improve performance and satisfaction.
There is good alignment between what the company says it stands for and what employees actually experience and believe in. Alignment of values helps build trust and commitment.
Principle 2: Distributed Leadership
• Leadership is distributed throughout the organisation rather than concentrated at the top.
There is good alignment between what the company says it stands for and what employees actually experience and believe in. Values are consistently demonstrated from top to bottom.
Principle 2: Distributed Leadership
• Leadership is distributed throughout the organisation.
This document outlines the syllabus for an Organizational Behavior and Effectiveness course. It covers 5 units that will examine topics like individual behavior, group dynamics, change management, power and conflict in organizations, and creativity and innovation. Each unit breaks down the topics and allocates class periods. It also provides reading recommendations and an overview of the course objectives to help students understand organizational problems and the creative problem-solving process within different organizational contexts.
This document provides an overview of key concepts in organizational behavior, including personality traits, perception, attitudes, power and politics, conflict, and stress. It discusses topics like locus of control, optimism vs pessimism, the attribution process, types of power, functional vs dysfunctional conflict, and causes and management of job stress. The goal of organizational behavior is to understand and predict how individual and group actions affect organizational performance.
This document discusses ethics in leadership. It defines leadership as a process of social interaction where individuals influence and motivate others to achieve group goals. The document contrasts transactional leadership, which focuses on compliance, with transformational leadership, which inspires change. It defines ethics as moral principles or duties. An ethical leader demonstrates trustworthiness, respect, responsibility, fairness, caring, and good citizenship. Unethical leadership can erode trust and respect. The document provides guidance for leaders to consider objectives, treat misconduct proportionately, and avoid ethical dilemmas that pit values against each other.
This document discusses ethics, values, and ethical decision-making in professional contexts. It begins by defining key concepts like beliefs, values, morals, ethics, and attitudes. It then examines approaches to ethical dilemmas through principle-based and utilitarian frameworks. The document also addresses organizational ethical challenges and provides a framework for identifying and resolving ethical issues. Throughout, it emphasizes that ethical decision-making requires consideration of multiple stakeholders and viewpoints rather than just consequences or rules.
1. The document discusses ethical leadership and compares principle-based and utilitarian ethical approaches. It analyzes the Ford Pinto case study where Ford chose not to implement a safer design due to cost considerations.
2. Darley's law is discussed, where individuals may exploit weaknesses in standard-based systems. Performance measurement systems can also incentivize unethical behavior.
3. Ethical leadership involves considering the implications of decisions on others, acting consistently with one's values, and making choices that can be publicly justified. Leaders set the ethical tone and should develop virtues like honesty, fairness and integrity.
This document discusses factors that influence individual behavior. It identifies personal factors like age, education, abilities, and emotional intelligence. Environmental factors discussed include economic, cultural, ethical, and political influences. Organizational systems and resources discussed are facilities, structure, leadership, and rewards. Psychological factors like personality and perceptions also shape behavior. The document provides examples of how these various factors interact to determine an individual's behavior.
This document summarizes key concepts from a chapter on becoming an ethical professional. It discusses declining morality in society and theories on how people develop morality. It covers biological, learning, and developmental theories of moral development, including Kohlberg's stages of moral development. It then discusses factors that influence unethical behavior and how leaders can foster ethics. Overall, the document examines the development of morality and ethics from multiple perspectives to understand how individuals and society can become more ethical.
This document discusses ethics in public administration. It begins by outlining the topics to be covered, including the origin of ethics, definitions of ethics, and the relationship between ethics and morals. It then discusses the origin of ethics from ancient cultures and philosophers like Plato and Aristotle. The document defines ethics as a branch of philosophy concerned with human conduct and interactions. It distinguishes ethics from morals, noting that ethics provide principles and standards to guide behavior while morals represent individual values and beliefs. The document outlines important aspects of ethics in administration like integrity, responsibility, impartiality and justice. It also discusses sub-discipline divisions of ethics including meta-ethics, normative ethics and applied ethics.
This document discusses supervision as a moral action that can take transactional or transformational forms. Transactional supervision focuses on maintaining existing systems and procedures through rewards and punishments. Transformational supervision seeks to develop people and organizations to higher levels of morality and motivation by appealing to shared values and envisioning positive change. The document explores how supervisors can act morally in individual interactions, foster teachers' commitment to educational values, and help transform entire schools.
This document discusses key concepts in human relations, including definitions of human relations, understanding self, social behavior, social attitudes, motivation, individuals and groups, and group dynamics. It provides definitions of human relations and examines human relations in the context of nursing. It explores understanding self, including strategies to improve self-understanding using the Johari window model. Factors that influence social behavior and how social attitudes form and change are also summarized. Theories of motivation, such as Maslow's hierarchy of needs, are overviewed. Characteristics and types of groups are defined and the roles of individuals within groups are described. The document examines group dynamics, outlining aspects such as group formation, communication, and stages of group development.
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years in a row, the Labrador Retriever has dropped to second place
in the American Kennel Club's annual survey of the country's most
popular canines. The French Bulldog is the new top dog in the
United States as of 2022. The stylish puppy has ascended the
rankings in rapid time despite having health concerns and limited
color choices.”
3. Is a combination of 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 do Traits 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
6. Surgency
• Leadership and
extraversion traits
• 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 individual stronger 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 Effective Leaders
✓ Internal Locus of Control
✓ High energy
✓ Dominance
✓ Self-confidence
✓ Stability
✓ Intelligence
✓ Sensitivity to others
✓ Flexibility
✓ Integrity
9. Dominance
• Want to be 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 the ability 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 explain and predict
behavior and performance based on a
person’s need for achievement, power,
and affiliation.
12. Need for Achievement
(n Ach)
• 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 set of 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 and Needs
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
16. Confines women to
a socially 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
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:
Women are 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
22. Justice vs Care
Kohlberg’s Theory 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
26. • Moral character consists 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
critical thinker
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
28.
29. Comparison of Ethical Theories
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 of personality
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.
32. • Right and wrong 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 Situation Ethics
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 Situation Ethics
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 highly competitive situations
• In unsupervised situations
• When there is no formal ethics policy
• When unethical behavior is not punished or
is rewarded
37. • The word communication 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.
39. Communication is said to 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 of your 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.
• Never ever 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.
43. For the Subordinate For 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 – information distance
• 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 Distortion Strategic 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 any communication 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.
49. Ignorance
Ignorance of the law 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 policies can 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.
53. It’s critical. Communication is 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 about Communication 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 for Leaders 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 and be 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 through stories.
• 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.