This treatise was my final paper for Ethical Leadership at Northeastern University, MA.
It is by no means exhaustive of my beliefs about ethical leadership but gives a broad overview of what is important.
I hope it inspires you to pursue great ethical leadership.
Matt
Ethics concern an individual's moral judgements about right and wrong. Decisions taken within an organisation may be made by individuals or groups, but whoever makes them will be influenced by the culture of the company.
This ppt is a part of an assignment done at The Assam Kaziranga University in Jorhat. Human Behavior in Organizations is the subject dealing with this topic.
Ethics concern an individual's moral judgements about right and wrong. Decisions taken within an organisation may be made by individuals or groups, but whoever makes them will be influenced by the culture of the company.
This ppt is a part of an assignment done at The Assam Kaziranga University in Jorhat. Human Behavior in Organizations is the subject dealing with this topic.
This presentation is about ethics used in organizations. this a group presentation in which first 10 slides are made by me and other part is done by my team members.hope u like it !!!!
Workforce for Good: Employee Engagement in CSR/SustainabilitySustainable Brands
In a recent survey of senior sustainability leaders, 9 key principles emerged that appear to be common among successful programs:
1) Make it personal
2) Get buy-in from the top
3) Manage their engagement
4) Give opportunities for employee innovation and leadership
5) Align sustainability/CSR with corporate culture
6) Incorporate sustainability/CSR into business process
7) Use multiple channels of communication
8) Measure and track
9) Recognize/celebrate
Download the report here: http://workforceforgood.com/
For more valuable resources including conference recordings, expert interviews, case studies, white papers and much more, visit the Sustainable Brands Library: http://www.sustainablebrands.com/library
Building an ethical workplace culture requires equal skills in policy-making and relationship-building, and equal emphasis on procedures and values. Structural concerns like codes, training and clear criteria matter, but so do storytelling, mentoring and presiding over an organization’s routines and ceremonies. In an ideal workplace, structures and relationships will work together around core values that transcend self-interest. Core values will inspire value-creating efforts as employees feel inspired to do what is right, even when the right thing is hard to do. The ethics of our workplace cultures matter because the work itself matters and requires the cooperation that only positive, virtuous ethics can sustain. Compliance keeps us out of trouble, but virtuous ethics will create value for our co-workers and for our organization.
20 Things That Will Make You a Powerfully Influential LeaderKris Fannin
The difference between great and brilliant leaders is the ability to influence. Here are 20 ways to boost your leadership influence and power through leveraging leadership trust.
Ethical Leadership: What it is. Espinoza_Brown_StrawserTito Espinoza Jr.
There are three essential elements in ethical leadership that must be present in order to establish a healthy organizational environment in any context to thrive and succeed. We created this presentation as part of our Masters program in Communication & Leadership at Gonzaga University.
What are the traits that make an association CEO exceptional? This eBook is based on conversations with association leaders, and experience within the association sector.
Original article from the Flevy business blog can be found here:
http://flevy.com/blog/are-women-good-for-business/
Do women or men make better leaders?
Recently, McKinsey republished an article from 1976 entitled ‘ Sex bias – still in business ’ with the following 2014 introduction:
Despite much talk of equal opportunity for women, discrimination persists in business. This 1976 McKinsey Quarterly article, part of a series celebrating our 50th anniversary, shows how companies should correct disparities that are illegal, immoral, and bad for business.
Curious as to how a 38 year old article could offer fresh and relevant insights into a subject close to my heart, I sat down with keen anticipation to read it. My enthusiasm was quickly dispelled by tedium and increasing frustration. The article was too predictable. It gave a prescription of organisational measures to create greater opportunities for women, but the only reason it gave for doing so was ‘unfairness’ and the need to conform with legislation. I struggled to understand why McKinsey were bothering to republish it in 2014 – it certainly did not provide thought leadership..
Whilst the right of women to equal opportunities is undeniable there are even more positive and compelling reasons to advance their role in business. Ask yourself whether ‘the fairer sex’ or ‘the testosterone-fuelled sex’ are likely to fare better on the following, research-validated characteristics of Top 1% companies:
• Decisions, which can occasionally be bold and radical, are made on the basis of quiet, calm insight and understanding, not bravado.
• There is an holistic culture with a long-term, nurturing perspective and a recognition of the constant need to improve and to learn, personally and collectively.
• Staff regard the company as if it was their family and describe it with affection as an open, honest and supportive environment in which standards are high, but everyone’s contribution is valued.
As wary confidence grows in the economic recovery, anxiety is starting to bubble around workforce loyalty and retention. This concern is justified. But it shouldn’t be new.
This presentation is about ethics used in organizations. this a group presentation in which first 10 slides are made by me and other part is done by my team members.hope u like it !!!!
Workforce for Good: Employee Engagement in CSR/SustainabilitySustainable Brands
In a recent survey of senior sustainability leaders, 9 key principles emerged that appear to be common among successful programs:
1) Make it personal
2) Get buy-in from the top
3) Manage their engagement
4) Give opportunities for employee innovation and leadership
5) Align sustainability/CSR with corporate culture
6) Incorporate sustainability/CSR into business process
7) Use multiple channels of communication
8) Measure and track
9) Recognize/celebrate
Download the report here: http://workforceforgood.com/
For more valuable resources including conference recordings, expert interviews, case studies, white papers and much more, visit the Sustainable Brands Library: http://www.sustainablebrands.com/library
Building an ethical workplace culture requires equal skills in policy-making and relationship-building, and equal emphasis on procedures and values. Structural concerns like codes, training and clear criteria matter, but so do storytelling, mentoring and presiding over an organization’s routines and ceremonies. In an ideal workplace, structures and relationships will work together around core values that transcend self-interest. Core values will inspire value-creating efforts as employees feel inspired to do what is right, even when the right thing is hard to do. The ethics of our workplace cultures matter because the work itself matters and requires the cooperation that only positive, virtuous ethics can sustain. Compliance keeps us out of trouble, but virtuous ethics will create value for our co-workers and for our organization.
20 Things That Will Make You a Powerfully Influential LeaderKris Fannin
The difference between great and brilliant leaders is the ability to influence. Here are 20 ways to boost your leadership influence and power through leveraging leadership trust.
Ethical Leadership: What it is. Espinoza_Brown_StrawserTito Espinoza Jr.
There are three essential elements in ethical leadership that must be present in order to establish a healthy organizational environment in any context to thrive and succeed. We created this presentation as part of our Masters program in Communication & Leadership at Gonzaga University.
What are the traits that make an association CEO exceptional? This eBook is based on conversations with association leaders, and experience within the association sector.
Original article from the Flevy business blog can be found here:
http://flevy.com/blog/are-women-good-for-business/
Do women or men make better leaders?
Recently, McKinsey republished an article from 1976 entitled ‘ Sex bias – still in business ’ with the following 2014 introduction:
Despite much talk of equal opportunity for women, discrimination persists in business. This 1976 McKinsey Quarterly article, part of a series celebrating our 50th anniversary, shows how companies should correct disparities that are illegal, immoral, and bad for business.
Curious as to how a 38 year old article could offer fresh and relevant insights into a subject close to my heart, I sat down with keen anticipation to read it. My enthusiasm was quickly dispelled by tedium and increasing frustration. The article was too predictable. It gave a prescription of organisational measures to create greater opportunities for women, but the only reason it gave for doing so was ‘unfairness’ and the need to conform with legislation. I struggled to understand why McKinsey were bothering to republish it in 2014 – it certainly did not provide thought leadership..
Whilst the right of women to equal opportunities is undeniable there are even more positive and compelling reasons to advance their role in business. Ask yourself whether ‘the fairer sex’ or ‘the testosterone-fuelled sex’ are likely to fare better on the following, research-validated characteristics of Top 1% companies:
• Decisions, which can occasionally be bold and radical, are made on the basis of quiet, calm insight and understanding, not bravado.
• There is an holistic culture with a long-term, nurturing perspective and a recognition of the constant need to improve and to learn, personally and collectively.
• Staff regard the company as if it was their family and describe it with affection as an open, honest and supportive environment in which standards are high, but everyone’s contribution is valued.
As wary confidence grows in the economic recovery, anxiety is starting to bubble around workforce loyalty and retention. This concern is justified. But it shouldn’t be new.
Wayne Dyson Director of Bridgeworks outlines how a culture deteriorates and provides solutions as to how to rebuild and restore an organisation's culture
Wayne Dyson Director of Leadership Consultancy Bridgeworks, highlights what leads to the down fall of a business culture - moving from win-win to lose-lose. Additionally he forwards a solution to restoring culture gained from many years working with diverse organisations.
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.
Term Project Ethical Business Leadership-Fall 2016-Business Policies & Ethics...Muhammad Asif Khan Awan
it describes the qualities that has been required to become an ethical leader while managing businesses. And how to take most morally valued business decisions which help you attainment of your vision.
What Makes a Leader? Essay
What Is A Leader? Essay
What Makes A Leader? Essay
A Great Leader Essay
The Role Of A Leader Essay
Leader as a Role Model
What Makes A Leader? Essay
Being a Good Leader Essay
What is Leadership? Essay
Effective Leadership Essay
Take a moment to look over the prompts below and formulate a conce.docxDustiBuckner14
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.
Running head: THE BEST LEADER 1
THE BEST LEADER 7
The best leader
Name: Rodney Wheeler
Institution: Rasmussen College
Course: B492/MAN4143 Section 03 Contemporary Leadership Challenges
Date: 01/21/17
The best leader
THEORIES
DISTINCTIVE TRAITS
Great Man Theory
This theory makes an assumption that leadership is intrinsic in that great leaders are born but not made. This theory was popularized by Thomas Carlyle, a writer and a teacher. He believed that great leaders are those who are destined by birth to become a leader and furthermore, he believed that great leaders will rise when confronted with the appropriate situation. (Grinin, 2010)
Trait Theory
Trait leadership is defined as integrated patterns of personal characteristics that reflect a range of individual differences and foster consistent leader effectiveness across a variety of group and organizational situations (Zaccaro, Kerop, & Bader, 2004). The theory makes an assumption that people are born with inherited traits. In addition, it assumes that some traits are particularly suited to leadership. Furthermore, people who make good leaders have the right (or sufficient) combination of traits.
Behavioral theory
This theory assumes that leaders can be made rather than to be born. It also assumes that successful leadership is based on definable, learnable behavior. Behavioral theory is easy to develop as you simply assess both leadership success and the actions of leaders.
Contingency theory
The theory assumes that the leaders ability to lead is contingent upon various situational factors, including the leaders preferred style, the capabilities and behaviors of followers and also various other situational factors.
Transactional leadership
Transactional leadership is based in contingency, In that reward or punishment is contingent upon performance. The theory assumes that people are motivated by reward and punishment. Moreover, it assumes that social systems work best with clear chain of command. It also assumes that when people have agreed to do a job, a part of the deal is that they cede all authority to their manager. In addition, it assumes that the prime purpose of a subordinate is to do what their manager tells them to do.
Transformational leadership
The theory assumes that people will follow a person who inspires them. It also assumes that a person with vision and passion can achieve great things. In addition, it assumes that the way to get things done is by injecting enthusiasm and energy.
The essence of transformational leadership is that leaders transform their followers through their inspirational nature and charismatic personalities.
Arguments for and against leadership theory as an effective approach.
Theory
Arguments that support
Argument ...
Similar to My treatise of strong ethical leadership (20)
In this paper I did a ratio analysis of Google Inc to get a better glimpse of them as a company and their performance.
This was for the subject Building Financial Relationships at Northeaster University, MA.
I hope it gives you greater insight into Google and how they operate.
Matt
This paper discusses the Nodal Logistics case study and which option would carry the least risk. Then compares their strategy with Google's and discusses whether they are both reducing risk or increasing it.
This was for the subject Building Financial Relationships in my Masters program at Northeastern University, MA.
I hope it gives you a broad understanding of how to manage currency exchange risk.
Matt
A paper I wrote on "What is the most moral perspective?" for my Ethical Leadership class at Northeastern University, MA.
I argued that Kant's perspective on duty-based ethics is the most moral in light of strong ethical leadership.
Cause We Care - Design Thinking Project Final ReportMatthew Stuckings
This is the final report for my group Design Thinking project. It shows qualitative and quantitative data and their tests for our hypotheses, design tools and MVP.
Team: Em, Kris, Marc, Adrian, Goran and Me
Enjoy.
Matt
The last essay in my Creativity & Innovation class (from my Master of Entrepreneurship and Innovation) is about what I have learnt and how my perceptions of creativity, entrepreneurship and innovation have changed.
I hope you get as much out of it as I did.
Enjoy.
Matt
There are many different
This is one of my assessments for my Master of Entrepreneurship and Innovation. Building on what we learnt, we had to write and imaginary report to the CEO of a company (that we picked) about the imperative of creating an innovative work culture.
While researching for this paper I discovered some very interesting innovations in aerospace surveillance and defense - I hope you will to.
Matt
Oprah Winfrey: A Leader in Media, Philanthropy, and Empowerment | CIO Women M...CIOWomenMagazine
This person is none other than Oprah Winfrey, a highly influential figure whose impact extends beyond television. This article will delve into the remarkable life and lasting legacy of Oprah. Her story serves as a reminder of the importance of perseverance, compassion, and firm determination.
The case study discusses the potential of drone delivery and the challenges that need to be addressed before it becomes widespread.
Key takeaways:
Drone delivery is in its early stages: Amazon's trial in the UK demonstrates the potential for faster deliveries, but it's still limited by regulations and technology.
Regulations are a major hurdle: Safety concerns around drone collisions with airplanes and people have led to restrictions on flight height and location.
Other challenges exist: Who will use drone delivery the most? Is it cost-effective compared to traditional delivery trucks?
Discussion questions:
Managerial challenges: Integrating drones requires planning for new infrastructure, training staff, and navigating regulations. There are also marketing and recruitment considerations specific to this technology.
External forces vary by country: Regulations, consumer acceptance, and infrastructure all differ between countries.
Demographics matter: Younger generations might be more receptive to drone delivery, while older populations might have concerns.
Stakeholders for Amazon: Customers, regulators, aviation authorities, and competitors are all stakeholders. Regulators likely hold the greatest influence as they determine the feasibility of drone delivery.
The Team Member and Guest Experience - Lead and Take Care of your restaurant team. They are the people closest to and delivering Hospitality to your paying Guests!
Make the call, and we can assist you.
408-784-7371
Foodservice Consulting + Design
Artificial intelligence (AI) offers new opportunities to radically reinvent the way we do business. This study explores how CEOs and top decision makers around the world are responding to the transformative potential of AI.
Senior Project and Engineering Leader Jim Smith.pdfJim Smith
I am a Project and Engineering Leader with extensive experience as a Business Operations Leader, Technical Project Manager, Engineering Manager and Operations Experience for Domestic and International companies such as Electrolux, Carrier, and Deutz. I have developed new products using Stage Gate development/MS Project/JIRA, for the pro-duction of Medical Equipment, Large Commercial Refrigeration Systems, Appliances, HVAC, and Diesel engines.
My experience includes:
Managed customized engineered refrigeration system projects with high voltage power panels from quote to ship, coordinating actions between electrical engineering, mechanical design and application engineering, purchasing, production, test, quality assurance and field installation. Managed projects $25k to $1M per project; 4-8 per month. (Hussmann refrigeration)
Successfully developed the $15-20M yearly corporate capital strategy for manufacturing, with the Executive Team and key stakeholders. Created project scope and specifications, business case, ROI, managed project plans with key personnel for nine consumer product manufacturing and distribution sites; to support the company’s strategic sales plan.
Over 15 years of experience managing and developing cost improvement projects with key Stakeholders, site Manufacturing Engineers, Mechanical Engineers, Maintenance, and facility support personnel to optimize pro-duction operations, safety, EHS, and new product development. (BioLab, Deutz, Caire)
Experience working as a Technical Manager developing new products with chemical engineers and packaging engineers to enhance and reduce the cost of retail products. I have led the activities of multiple engineering groups with diverse backgrounds.
Great experience managing the product development of products which utilize complex electrical controls, high voltage power panels, product testing, and commissioning.
Created project scope, business case, ROI for multiple capital projects to support electrotechnical assembly and CPG goods. Identified project cost, risk, success criteria, and performed equipment qualifications. (Carrier, Electrolux, Biolab, Price, Hussmann)
Created detailed projects plans using MS Project, Gant charts in excel, and updated new product development in Jira for stakeholders and project team members including critical path.
Great knowledge of ISO9001, NFPA, OSHA regulations.
User level knowledge of MRP/SAP, MS Project, Powerpoint, Visio, Mastercontrol, JIRA, Power BI and Tableau.
I appreciate your consideration, and look forward to discussing this role with you, and how I can lead your company’s growth and profitability. I can be contacted via LinkedIn via phone or E Mail.
Jim Smith
678-993-7195
jimsmith30024@gmail.com
1. Treatise of Great Ethical Leadership
There has never been a greater need in society for great ethical leadership. The most
pressing question though is what do we do about it? How can we set principles that aim to
define great ethical leadership? In this treatise of Great Ethical Leadership, I propose the
guiding principles for great ethical leadership.
I believe, “that great power involves great responsibility” – Franklin D. Roosevelt
This means that great ethical leaders must be aware of the power that they have to do-
good. Roosevelt, in his undelivered address to America said it was the “responsibility” of the
nation to stand up to evil because they had the power to do so. Singer proposes that, “if it is
in our power to prevent something very bad from happening, without thereby sacrificing
anything of comparable moral significance, we ought to do it.” Obviously, taken too far this
principle can turn into ends-justify-the-means radical consequentialism; but great ethical
leaders have to be aware of their power and the inherent responsibility to do-good.
Therefore I will, be mindful of my day-to-day actions as a leader because I understand that is
not just authority that gives power but influence by proximity that can have profound
effects on others (Dudley 2010). I will endeavour to do-good when it is within my means and
not be complicit in, “aiding and abetting…the violation of human rights.”
I will also remain aware that any action I take will have ripple effects and has the potential
to create more problems than not acting; like Toms Shoes. Therefore I will carefully consider
each decision I make in terms of the bigger picture. Discerning when to use power like a lion
for compliance and to, “fend off the wolves” – such as other things that threaten employees
and the company – and when to act wise and cunning like a fox.
I believe that great ethical leaders treat every human as having intrinsic value.
This means that great ethical leaders should act in such a way that employees feel like their
life matters. This involves giving recognition and celebrating the good in people. Bob
Chapman from Barry-Wehmiller argues that, “if organisations embraced the responsibility
to send their employees home with a sense of fulfilment and that they do matter. They will
be better husbands [and] better wives….many of the issues we face in this country will
dissipate.” It is not the government that will change the world; it is business. Chapman
proposes that to know your life matters, is the most important thing an employer can do to
change the world. “We have been paying people for their hands for years. They would have
given us their heads and their hearts, if only we learned how to ask.”
Therefore I will, recognise and celebrate the good in others around me; as I realise that this
truly can change the world.
2. I believe that great ethical leadership means having utmost integrity and honesty.
This means that great ethical leaders should have, “moral consistency” as it is important to
have a higher level of integrity as a leader. This is true because your actions are public and a
leader’s credibility rests on their integrity. Once credibility has been lost, trust is hard to
rebuild and leading becomes ineffective.
Solving problems as a leader can be problematic; even if the outcome does the greatest
good. Business that run “campaign[s] to raise money for the homeless…may [only] be doing
so to sell more of its product or to improve its public image.” Once these actions become
public trust can never really be regained as each future action is questioned for its integrity
and ethics.
The pressure and stress of leadership can often be intense; isolation, complexity and loss of
touch with reality often cause leaders often lose their personal moral compass.
The solution to loss of integrity and honesty is this: to be held accountable for your actions.
This involves two things; systems need to be in place to make leaders actions transparent
and other co-workers and leaders need to look out for the psychological wellbeing of each
other.
Therefore I will, surround myself with people who can hold me accountable and look after
my psychological health. Where there is a possibility of unethical behaviour – even though
small – I will design systems that make every action transparent.
I believe that great ethical leaders make follower’s feel safe.
This means that great ethical leaders should sacrifice themselves and their needs, so that
others may benefit. Simon Sinek at the 2014 TED conference asked the question; why is it
that, “in the military they give medals to people who are willing to sacrifice themselves so
that others may gain [and] in business we give bonuses to people who sacrifice others so
that we may gain.” Sinek goes on to argue that everyone has the capacity to be a kind and
sacrificial leader; it is all about the environment in which we work that either. Trust and
cooperation are all beneficial in a hostile environment, they make us feel safe and that we
belong to an organisation or group. This is where great ethical leadership matter, “it sets the
tone” for every interaction within an organisation. If employees trust a leader and feel as if
they belong, they will, “combine [their] strengths and work tirelessly to face the dangers
outside the organisation.”
Therefore I will choose to, “take the risk first” to create an atmosphere of safety and
belonging in every organisation I work. This will ensure organic cooperation and trust is
created with employees as they see I am protecting them from threats and change outside
the organisation.
3. I believe that great ethical leadership is iterative.
This means that great ethical leadership should involve listening to employees, stakeholders
and customers; and after evaluation, improvement or change. Learning how to make
iterative changes was most effective for Patricia Woertz, when appointed CEO of Archer
Daniels Midland took the first 100 days to meet over 4,000 employees, trying to find out
where improvements could be made by listening. This made a fantastic first impression with
staff, building a relationship of trust and cooperation, ensuring her future success as a
leader.
Iterative learning requires us to also use critical thinking, to remain aware of our mistakes as
great ethical leaders; move on, learn from them and put changes into action for the future.
Therefore I will, endeavour to continually listen and learn from others; so that I may build
relationships based on trust; putting into action what I have learnt, one small change at a
time.
I believe that great ethical leadership creates inspired followers.
This means that great ethical leaders should give employees, “magnificent challenges” with
the expectation of great work. This is why people would put up with Steve Jobs, because
they, “did the best work of their career” when they were around him.
Other factors in motivating inspired followers are: autonomy, mastery and purpose. This
requires giving opportunities to have autonomy over how and when employees achieve
tasks; within the required timeframe. Opportunities to “master” and develop new skills;
and, to find greater meaning within the work they are doing. Coupled with the leader’s
personal credibility that is built on a relationship of trust, this creates truly inspired
followers.
As Gini points out, leaders need followers in order to achieve goals of the organisation.
Inspired leadership is therefore about good stewardship and serving the needs of others.
Therefore I will, create opportunities for autonomy, mastery and purpose; and expect
“magnificent” work from employees and co-workers, as I know this is what uncovers
inspired followers.
Remaining true to these principles of great ethical leadership, I believe will have the
greatest impact on an organisation; creating employees that will strive to give their best
because they are truly fulfilled, safe and have opportunities for recognition.
This is my treatise of great ethical leadership.
4. Reference List
Brooks, C 2014, ‘Lecturer 2’, The Ethical Leader 90374, Learning Materials on Blackboard,
Northeastern University, 31 March 2014, viewed 6 July, 2014.
Chapman, B 2012, Truly Human Leadership: Bob Chapman, TEDxScottAFB, viewed 26 July
2014, <https://www.youtube.com/watch?v=njn-lIEv1LU>.
Ciulla, J Martin, C & Solomon, R (eds) 2014, Honest Work: A Business Ethics Reader, Oxford
University Press, New York.
Dudley, D 2010, Everyday Leadership, TEDxToronto, viewed 21 July 2014,
<http://www.ted.com/talks/drew_dudley_everyday_leadership>.
Elder, L & Paul, R 2014, Becoming a Critic Of Your Thinking, Foundation for Critical Thinking,
viewed 6 July 2014, <http://www.criticalthinking.org/pages/becoming-a-critic-of-your-
thinking/478>.
George, B 2011, Why Leaders Lose Their Way, Harvard Business School, viewed 28 July 2014,
<http://hbswk.hbs.edu/item/6741.html>.
Herold, D & Fedor, D 2008, Change the Way you Lead Change, Stanford Business Books, CA.
Kawasaki, G 2011, 12 Lessons Steve Jobs Taught Guy Kawasaki, Silicon Valley Bank, viewed
26 July 2014, <https://www.youtube.com/watch?v=DR_wX0EwOMM&index=3&list=WL>.
Peters, G & Woolley, J 2014, Franklin D. Roosevelt: ‘Undelivered Address Prepared for
Jefferson Day, April 13, 1945’, The American Presidency Project, viewed 21 July 2014,
<http://www.presidency.ucsb.edu/ws/?pid=16602.<http://www.presidency.ucsb.edu/ws/?
pid=16602>.
Pink, D 2009, The puzzle of motivation, TED.com, viewed 28 July 2014,
<http://www.ted.com/talks/dan_pink_on_motivation>.
Sinek, S 2014, Why good leaders make you feel safe, TED2014, viewed 28 July 2014,
<https://www.ted.com/talks/simon_sinek_why_good_leaders_make_you_feel_safe#t-
98268>.