Ethos (1).pptx
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Ganesh V presented on the qualities of ethical leadership. He discussed six key qualities: respect, service, honesty, justice, accountability, and communication. For each quality, he provided examples of how it shows up in leadership. Respect involves listening to others and encouraging purpose and values. Service means prioritizing others through mentorship and team building. Honesty is about integrity and accountability. Justice is about applying rules equally and fairness. Accountability is accepting responsibility, and communication is being an open communicator. The presentation emphasized how these qualities promote ethical business practices and decision-making.
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This chapter discusses moral leadership and leadership courage. It explores how leaders can act ethically by focusing on principles like serving others, honesty, and fairness. Leaders set the ethical tone for their organizations and face pressures that challenge their ability to do what is right. The chapter also covers developing moral courage and examining one's own stage of moral development to become a better leader. Ideas like servant leadership that emphasize serving followers are presented as well.
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Feature article Governance in practiceFeature article Governance in practice
• A cultural environment
in which people feel
not only safe to speak
up but expected to, is
essential to achieving
an organisation’s
governance objectives.
• Every member of your
team needs to be held
accountable for doing
their part to protect
the interests of the
organisation and its
stakeholders.
• Inspire people to
want to behave with
integrity and contribute
to the full extent of
their potential, and
governance standards
are likely to be
achieved.
Ego, greed, power, risk
taking, responsibility,
morality … the reasons
people break the rules
and fail to meet expected
ethical standards are
varied and at times
complex. Influencing
the way people choose
to behave is essential to
any organisation’s ability
to meet its governance
obligations.
In Australia, the link between
culture and governance is firmly
on the minds of the regulators. The
Australian Securities and Investments
Commission (ASIC) has in recent years
brought an especially strong focus
to bear on organisational culture
and its influence on how employees
behave. Both ASIC and the Australian
Prudential Regulation Authority (APRA)
have emphasised corporate culture as
a key area of risk.
The link between poor culture and
poor conduct has driven both
regulators to actively review company
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payments and other rewards are of
particular concern. Whistleblowing
policies and complaints processes
have also been under the microscope.
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industry provides recent example
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cultures on risk, compliance and
organisational performance. In April
2015 top executives from Macquarie,
ANZ, NAB and CBA faced a Senate
inquiry to respond to questions about
their financial planning and wealth
divisions. The Australian Financial
Review reported at the time, that the
financial planning scandal at CBA alone
led to ‘thousands of clients losing
hundreds of millions in retirement
savings from receiving inappropriate
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These cases and others like them
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of perceived lack accountability for
behaviour at all levels of business.
Customers and shareholders alike,
expect leaders to create corporate
cultures that ensure their interests and
rights are protected. The pressure is
on for boards and senior leaders to not
only achieve superior financial results,
but to ensure approaches taken are
both ethical and prudent.
Desirable culture
A cultural environment in which
people feel not only safe to speak
up but expected to, is essential to
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objectives. Just as important is
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of personal accountability and the
courage to stand up for what is right.
Reflect for a moment on the cultural
environments you ...
Take a moment to look over the prompts below and formulate a conce.docx
Take a moment to look over the prompts below and formulate a concept of the managerial excellence you will seek to practice as you grow in life and your career.
This will be your Ethical Leadership Pledge.
Do look to examples in your textbook such as Volkswagen, IKEA, Deloitte or any others (in or out of the class) for inspiration.
Please write your pledge opening with
"As a leader I pledge:" [then continue based on the items below]
1.
Core Values:
a) List 3 (or more) values that define your leadership style
b)
Describe in detail what each value means (don't just put up a word, offer context and depth in 2-3 sentences each)
2.
Team building:
a) Describe your process for finding talent, building and incentivizing team strength (2-3 sentences)
b)
Some additional inspiration:
c)
Servant-leadership is the idea that a leader's job is to facilitate and not to dictate. Here are some core values to consider:
i.
Encourage diversity of thought.
ii.
Create a culture of trust.
iii.
Have an unselfish mindset.
iv.
Foster leadership in others.
3.
Earning trust/buy-in (3-4 sentences)
a) Detail how you will build trust
b) Describe how you will earn your team's "buy-in" (meaning how you will persuade them to see value)
c)
Some ideas to consider: Evidence-based management (using testing and research to reduce workplace politics), instilling best practices (hopefully this class has given you many), communication & collaboration, sharing ownership, de-centralizing/centralizing decision-making, providing good governance
d)
Please use at least 2 concepts from Chapter 12 (though some are in the list I've given you above)
4.
Elaborate on how you will practice and instill ethics best practices
a) Reference at least 3 concepts from Chapter 9
b) You are free to expand after you reference 3 concepts.
· These prompts are the minimum expected. You may venture beyond should you so choose.
· YES, you may write in FIRST PERSON! This is about you and there are NO wrong answers.
· Please copy this to a document and keep it so you can reflect on it after class has finished and iterate upon it as you grow as a leader.
Comment on TWO other classmates posts offering feedback on at least TWO concepts they have shared that you are willing (or inspired) to consider adding to your own leadership pledge.
Student1：
As a Leader I Pledge: My core values are trust, hard work, and work life balance. Trust is very important in my book because of the fact that nothing can be accomplished successfully without a trustful team. I can not lead an unloyalw team, that does not have a foundation of trustworthiness. I believe everyone has the ability to work hard if they are passionate about something and I think one should only work with what they are love. Hard work a.
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An interview of a leader on how he/she uses leadership skills, ethics and communication to improve job performance
Core Leadership Skills For The SHE Professional
As SH&E professionals move to become more integrated into the business environment it is even more crucial that the pure technical disciplines typically associated with the profession are complimented by a strong set of relevant leadership and business skills. In this presentation we will examine the various traits and core attributes that need to be displayed by the SH&E Professional not only to provide clear direction within their area of influence but also to gain credibility, and achieve alignment, with the rest of the organization.
Chapter 5 Leadership
This chapter discusses moral leadership and leadership courage. It explores how leaders can act ethically by focusing on principles like serving others, honesty, and fairness. Leaders set the ethical tone for their organizations and face pressures that challenge their ability to do what is right. The chapter also covers developing moral courage and examining one's own stage of moral development to become a better leader. Ideas like servant leadership that emphasize serving followers are presented as well.
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This document discusses ethical decision-making and ethical leadership. It outlines four approaches to ethics: utilitarian, rights-based, fairness/justice, and virtue. It also discusses the characteristics of ethical leaders, including commitment, consciousness, competency, and exemplifying values. Ethical leaders articulate an organization's vision, go beyond personal goals, and promote teamwork and challenge. For sustainable business, companies need ethical governance and leadership that takes accountability for its actions.
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Feature article Governance in practiceFeature article Governan.docx
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• A cultural environment
in which people feel
not only safe to speak
up but expected to, is
essential to achieving
an organisation’s
governance objectives.
• Every member of your
team needs to be held
accountable for doing
their part to protect
the interests of the
organisation and its
stakeholders.
• Inspire people to
want to behave with
integrity and contribute
to the full extent of
their potential, and
governance standards
are likely to be
achieved.
Ego, greed, power, risk
taking, responsibility,
morality … the reasons
people break the rules
and fail to meet expected
ethical standards are
varied and at times
complex. Influencing
the way people choose
to behave is essential to
any organisation’s ability
to meet its governance
obligations.
In Australia, the link between
culture and governance is firmly
on the minds of the regulators. The
Australian Securities and Investments
Commission (ASIC) has in recent years
brought an especially strong focus
to bear on organisational culture
and its influence on how employees
behave. Both ASIC and the Australian
Prudential Regulation Authority (APRA)
have emphasised corporate culture as
a key area of risk.
The link between poor culture and
poor conduct has driven both
regulators to actively review company
practices linked to culture. Critical
decisions including incentives
payments and other rewards are of
particular concern. Whistleblowing
policies and complaints processes
have also been under the microscope.
Misconduct in the financial services
industry provides recent example
of the impact of poor organisational
cultures on risk, compliance and
organisational performance. In April
2015 top executives from Macquarie,
ANZ, NAB and CBA faced a Senate
inquiry to respond to questions about
their financial planning and wealth
divisions. The Australian Financial
Review reported at the time, that the
financial planning scandal at CBA alone
led to ‘thousands of clients losing
hundreds of millions in retirement
savings from receiving inappropriate
financial advice.’
These cases and others like them
have drawn intense public criticism
of perceived lack accountability for
behaviour at all levels of business.
Customers and shareholders alike,
expect leaders to create corporate
cultures that ensure their interests and
rights are protected. The pressure is
on for boards and senior leaders to not
only achieve superior financial results,
but to ensure approaches taken are
both ethical and prudent.
Desirable culture
A cultural environment in which
people feel not only safe to speak
up but expected to, is essential to
achieving an organisation’s governance
objectives. Just as important is
for people to have a deep sense
of personal accountability and the
courage to stand up for what is right.
Reflect for a moment on the cultural
environments you ...
Take a moment to look over the prompts below and formulate a conce.docx
Take a moment to look over the prompts below and formulate a concept of the managerial excellence you will seek to practice as you grow in life and your career.
This will be your Ethical Leadership Pledge.
Do look to examples in your textbook such as Volkswagen, IKEA, Deloitte or any others (in or out of the class) for inspiration.
Please write your pledge opening with
"As a leader I pledge:" [then continue based on the items below]
1.
Core Values:
a) List 3 (or more) values that define your leadership style
b)
Describe in detail what each value means (don't just put up a word, offer context and depth in 2-3 sentences each)
2.
Team building:
a) Describe your process for finding talent, building and incentivizing team strength (2-3 sentences)
b)
Some additional inspiration:
c)
Servant-leadership is the idea that a leader's job is to facilitate and not to dictate. Here are some core values to consider:
i.
Encourage diversity of thought.
ii.
Create a culture of trust.
iii.
Have an unselfish mindset.
iv.
Foster leadership in others.
3.
Earning trust/buy-in (3-4 sentences)
a) Detail how you will build trust
b) Describe how you will earn your team's "buy-in" (meaning how you will persuade them to see value)
c)
Some ideas to consider: Evidence-based management (using testing and research to reduce workplace politics), instilling best practices (hopefully this class has given you many), communication & collaboration, sharing ownership, de-centralizing/centralizing decision-making, providing good governance
d)
Please use at least 2 concepts from Chapter 12 (though some are in the list I've given you above)
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Elaborate on how you will practice and instill ethics best practices
a) Reference at least 3 concepts from Chapter 9
b) You are free to expand after you reference 3 concepts.
· These prompts are the minimum expected. You may venture beyond should you so choose.
· YES, you may write in FIRST PERSON! This is about you and there are NO wrong answers.
· Please copy this to a document and keep it so you can reflect on it after class has finished and iterate upon it as you grow as a leader.
Comment on TWO other classmates posts offering feedback on at least TWO concepts they have shared that you are willing (or inspired) to consider adding to your own leadership pledge.
Student1：
As a Leader I Pledge: My core values are trust, hard work, and work life balance. Trust is very important in my book because of the fact that nothing can be accomplished successfully without a trustful team. I can not lead an unloyalw team, that does not have a foundation of trustworthiness. I believe everyone has the ability to work hard if they are passionate about something and I think one should only work with what they are love. Hard work a.
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Ethical Issues
The ethical stand of an organization determines its conduct and policies. Ethical issues are either known as the business ethics or corporate ethics. Ethical values apply to all aspects that determine the conduct of the organization and the way the management and employees in the organization relate to each other. The field of organizational ethics can either be descriptive or normative. The quantity and range of ethical issues in an organization reflect the degree to which the working of the firm is perceived to be at odds with non-economic social values. Organizational ethics emphasize on the commitment of the organization in promoting non-economic social values. They are interlinked to the ethics of the individuals who work in the organization, the customers who buy goods or services from the company, as well as the general society.
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The document discusses leadership, defining it as a process where one person influences others. It outlines different leadership styles and qualities of effective leaders, including integrity, vision, communication and relationships. It distinguishes between the roles of a leader and manager. Ethics are described as important for leadership decision-making and can affect employee morale. The passage provides an overview of the construction company RAPDL, noting its focus on teamwork and communication under the transformational leadership of its executive director.
This DB has four parts.As a leader, it is important to not
This DB has four parts.
As a leader, it is important to not only understand what common biases are, but to also have the self-awareness to understand those that they possess. Only through this self-awareness can a leader minimize errors in the decision-making process. What could be the result if self-awareness is not attained?
If self –awareness is not attained, as a leader I would be lost on how to lead. Employees expect leaders to be perfect and have it all together. Leaders learn self-awareness by trial and error with different experiences. Effective leaders and managers learn from their mistakes. Those who do not have self-awareness about their strengths and weaknesses
Decision making must be balanced, taking into consideration both short-term and long-term business outcomes. Explain how common biases, bounded awareness, emotions and motivation affect the decision-making process.
Emotion and personal feelings affect decision making and what is best for the company and organization. Decisions should be made with a clear mind and effectively. If a leader does not feel confident, then they decisions which need to be made cannot be made. They should not made of out haste or personal feelings.
What ethical factors should be taken into consideration when making a decision?
Being firm fair and consistent towards employees and make sure as a leader all options of the decision are for better the organization.
Ethics can be considered as doing the right thing. How do you believe ethical standards in multi-national corporations should be adjusted for the diverse cultures the organization works within?
Doing the right thing goes along way. Ethics consist of doing the right thing when no one is looking simply because it is the right thing to do. I believe when you train staff correctly and hold them accountable no matter the diversity.
...
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Running head: ETHICAL ISSUES 1
ETHICAL ISSUES 7
Ethical Issues
OL-7005B Ethical Leadership
Dr. Banerjee
17 May 2020
Ethical Issues
The ethical stand of an organization determines its conduct and policies. Ethical issues are either known as the business ethics or corporate ethics. Ethical values apply to all aspects that determine the conduct of the organization and the way the management and employees in the organization relate to each other. The field of organizational ethics can either be descriptive or normative. The quantity and range of ethical issues in an organization reflect the degree to which the working of the firm is perceived to be at odds with non-economic social values. Organizational ethics emphasize on the commitment of the organization in promoting non-economic social values. They are interlinked to the ethics of the individuals who work in the organization, the customers who buy goods or services from the company, as well as the general society.
The concept of organizational ethics is not a phenomenon that emerged recently. Ethical codes have been in use for centuries and have been evolving with the development of human civilization. Ethics normally deals with the right actions of organizations and individuals. Beginning in the 1980s, organizations started declaring their ethical stands with an aim of distancing themselves from the corporate scandals that used to happen at the time (Koehn, 2017). With time, the concept of organizational ethics has been interpreted differently by different people. However, the concept generally involves knowing what is right and what is wrong in the workplace and ensuring that individuals do what is right regarding the products or services that the company deals with and regarding their relationships with stakeholders. Paying attention to organizational ethics is crucial, especially during periods of fundamental change (Nuseir & Ghandour, 2019). During times of fundamental change, values that may have been previously taken for granted may now be strongly questioned. Many of these values get abandoned.
The company that I would love to work for is Chipotle Mexican Grill, simply known as Chipotle. This is a company that deals with the development and operation of fast-food restaurants that make fresh Mexican foods throughout the US. Examples of foods that the restaurant chain makes are tacos, burritos, salads, and burrito bowls (Abutalibov, Mammadov & Guliyev, 2017). These foods are prepared using classic methods of cooking. Steve Ells founded this restaurant chain in 1993, with its headquarters in Newport Beach, CA.
Chipotle is a company based on ethical values and integrity. Specifically, the company places a greater emphasis on the values of being real and honest. This implies that employees are expected to always do what is right, even in times when no one is watching them. These values determine the way everyone in the organization does or does not d.
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The document discusses leadership, defining it as a process where one person influences others. It outlines different leadership styles and qualities of effective leaders, including integrity, vision, communication and relationships. It distinguishes between the roles of a leader and manager. Ethics are described as important for leadership decision-making and can affect employee morale. The passage provides an overview of the construction company RAPDL, noting its focus on teamwork and communication under the transformational leadership of its executive director.
This DB has four parts.As a leader, it is important to not
This DB has four parts.
As a leader, it is important to not only understand what common biases are, but to also have the self-awareness to understand those that they possess. Only through this self-awareness can a leader minimize errors in the decision-making process. What could be the result if self-awareness is not attained?
If self –awareness is not attained, as a leader I would be lost on how to lead. Employees expect leaders to be perfect and have it all together. Leaders learn self-awareness by trial and error with different experiences. Effective leaders and managers learn from their mistakes. Those who do not have self-awareness about their strengths and weaknesses
Decision making must be balanced, taking into consideration both short-term and long-term business outcomes. Explain how common biases, bounded awareness, emotions and motivation affect the decision-making process.
Emotion and personal feelings affect decision making and what is best for the company and organization. Decisions should be made with a clear mind and effectively. If a leader does not feel confident, then they decisions which need to be made cannot be made. They should not made of out haste or personal feelings.
What ethical factors should be taken into consideration when making a decision?
Being firm fair and consistent towards employees and make sure as a leader all options of the decision are for better the organization.
Ethics can be considered as doing the right thing. How do you believe ethical standards in multi-national corporations should be adjusted for the diverse cultures the organization works within?
Doing the right thing goes along way. Ethics consist of doing the right thing when no one is looking simply because it is the right thing to do. I believe when you train staff correctly and hold them accountable no matter the diversity.
...
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Ethos (1).pptx
- 1. INDIAN ETHOS PRESENTATION ON QUALITIES OF ETHICAL LEADERSHIP GANESH V I - YR MBA
- 2. ETHICAL LEADERSHIP Ethical leadership in business is focused on the collective values, morals, and beliefs of individuals and their organizations. The role of business leaders is to uphold a company’s ethical values. These leaders do more than merely manage staff.
- 3. QUALITIES OF ETHICAL LEADERSHIP Respect Service Honesty Justice Accountability Communication Decision making
- 4. RESPECT Ethical leaders really listen to their colleagues. They will be empathetic and tolerant of others opinions even if their views do not align. Employees will be encouraged to realize their own purpose and values which in turn promotes ethical qualities to spread throughout the business.
- 5. SERVICE This is the primary building block of a moral leader as they will always priorities the interest of others. Within businesses this is shown through mentorship, performance plans and team building.
- 6. HONESTY Being completely open and honest is something an ethical leader will always do, they are people of complete integrity. For example, they will not promise something if it cannot be delivered and will take accountability if things go wrong.
- 7. JUSTICE An ethical leader will apply the same set of rules to everyone, ensuring all are treated equally and given equal opportunities. Fairness is at the core of this and plays a big part in their decision making processes.
- 8. ACCOUNTABILITY Accountability is an acceptance of responsibility for honest and ethical conduct towards others. In the corporate world, a company’s accountability extends to its shareholders, employees, and the wider community in which it operates. In a wider sense, accountability implies a willingness to be judged on performance.
- 9. COMMUNICATION Being a good communication is also the sign of an ethical leader. From greeting people to holding presentation and discussing topics in meetings, being a good, open communicator is a trait that is sometimes overlooked.
- 10. DECISION MAKING It means looking at how decisions will impact society as well as yourself. You must be aware of your efforts’ potential consequences on others and not just yourself. As digital technology advances, business leaders have more ways to make decisions that can have a significant societal impact.
- 11. THANK YOU