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Ethical Leadership: Credibility, Vision and Relationships

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Ethical Leadership: Credibility, Vision and Relationships

  1. 1. The importance of credibility, vision and relationships Brown, Espinoza, Strawser COMML 511 Gonzaga Ethical Leadership
  2. 3. Meet The Team Name: Tito Espinoza Occupation: Business Consultant Company: Verizon Wireless Aspirations: To write a book and to record a CD of musical compositions. Marital Status: Happily married Philosophy of life: “Do unto others as you would like them to do unto you” – Jesus Christ
  3. 4. Meet The Team Name: Michael Strawser Occupation: Student Aspirations: PhD Intercultural Communication and eventually teach Marital Status: Engaged Philosophy of life: Jesus is the way, the truth, and the life.
  4. 5. Preview of Points <ul><li>Ethical Leadership Introduction </li></ul><ul><li>Credibility </li></ul><ul><li>Vision </li></ul><ul><li>Relationships </li></ul><ul><li>Conclusion </li></ul><ul><li>References </li></ul>Please follow along the presentation with the participants guide
  5. 6. Ethical Leadership <ul><li>Ethical decision-making necessary for organizations to reach optimal potential. </li></ul><ul><li>Ethical Leaders seek to: </li></ul><ul><ul><li>Maintain trust and credibility </li></ul></ul><ul><ul><li>Influence without hostility </li></ul></ul><ul><ul><li>Create a sense of community </li></ul></ul><ul><ul><li>(Kouzes & Posner, 2003) </li></ul></ul>Today’s Most Admired Organizations display high levels of credibility, vision and relationships, both internally and externally
  6. 7. Credibility Doing what we say
  7. 8. Credibility- Knowing who you are <ul><li>Credibility arises out of the leaders identity </li></ul><ul><li>A leader must clarify values to posses genuine identity </li></ul><ul><li>- What do I stand for? </li></ul><ul><li>- What is important to me? </li></ul><ul><li>A leader must understand self first before attempting to understand others </li></ul>“ good ‘leadership’ cannot be reduced to technique; good ‘leadership’ comes from the identity and integrity of the leader” (p.10) -Parker J. Palmer
  8. 9. Credibility – Questions for reflection <ul><li>List your top 5 priorities in life </li></ul><ul><li>Do you feel any of your values need rearranging? </li></ul><ul><li>What is your goal in life? </li></ul><ul><li>If your house was burning down chose the 2 things you would take with you. </li></ul><ul><li>-What are they? </li></ul><ul><li>-Why those things? </li></ul>Please complete questions in your participants guide
  9. 10. Credibility- Its all about trust <ul><li>What do you value most in a leader? </li></ul><ul><li>Honesty </li></ul><ul><li>Vision </li></ul><ul><li>Competence </li></ul><ul><li>Inspiring </li></ul><ul><li>(Kouzes & Posner in a study to over 75K </li></ul><ul><li>employees around the world). </li></ul><ul><li>Trust is something you earn with hard work, and lose in an instant. </li></ul>“ Credibility is mostly about consistency between words and deeds. People listen to the words and look at the deeds”(p.47). -Kouzes & Posner
  10. 11. Credibility- Doing what we say <ul><li>Do you consider yourself trustworthy? </li></ul><ul><li>Do you believe other perceive you as trust worthy? </li></ul><ul><li>Do you follow though on your commitments? </li></ul><ul><li>What would make you a more credible leader? </li></ul>Please complete questions in your participants guide
  11. 12. Vision Creating the way
  12. 13. Creating a Vision http://becausegrowthmatters.com Envision the Future Imagine the Possibilities Find a Common Purpose Developing a Vision Enlist Others
  13. 14. Envision the Future <ul><li>Be Forward-Looking </li></ul><ul><li>Develop an ideal </li></ul><ul><li>Create a picture of the future </li></ul><ul><li>Keep the common good in mind </li></ul><ul><li>Reflect on your past </li></ul><ul><li>Attend to the present </li></ul><ul><li>Prospect the future </li></ul><ul><li>Feel your passion </li></ul>Imagine the Possibilities
  14. 15. Find a Common Purpose <ul><li>Listen deeply </li></ul><ul><li>Determine the values of others </li></ul><ul><li>Make a “cause” for commitment </li></ul><ul><li>Be forward-looking in times of rapid change </li></ul>http://wssmith.edublogs.org
  15. 16. Developing a Vision <ul><li>Determine what you will do next </li></ul><ul><li>Picture what you will do next </li></ul><ul><li>Survey your constituents about their aspirations </li></ul><ul><ul><li>Appeal to common ideals </li></ul></ul><ul><li>Connect to what is meaningful to others </li></ul><ul><li>Take pride in being unique </li></ul><ul><li>Align your dream with that of the people </li></ul>
  16. 17. Vision- Looking toward the future <ul><ul><li>1) When you think of establishing a vision what comes to mind? </li></ul></ul><ul><ul><li>2) How would you implement a new vision and direction in your workplace? </li></ul></ul><ul><ul><li>3) Name three characteristics you have seen in forward thinking leaders that you admire? </li></ul></ul><ul><ul><li>4) What does it mean to be forward-thinking? </li></ul></ul>http://i184.photobucket.com Please complete questions in your participants guide
  17. 18. Relationships Together is better
  18. 19. Relationships <ul><li>Ethical leaders strive to create a cooperative, productive, and moral community in the workplace. </li></ul>
  19. 20. Relationships – Questions for Reflection <ul><li>As an ethical leader, why is it important to build relationships within the organization? </li></ul><ul><li>How can you accomplish this? </li></ul><ul><li>What barriers may make building relationships difficult in the workplace, and how can this be overcome? </li></ul>Please complete questions in your participants guide
  20. 21. Relationships- Potential Barriers <ul><li>Diverse and competing: </li></ul><ul><ul><li>Obligations </li></ul></ul><ul><ul><li>Values </li></ul></ul><ul><ul><li>Ethics </li></ul></ul><ul><ul><li>Culture </li></ul></ul><ul><ul><li>Gender </li></ul></ul><ul><ul><li>(Kouzes & Posner, 1993, p. 89) </li></ul></ul>
  21. 22. Relationships – Building Bridges <ul><li>Unconditionally Constructive Strategy </li></ul><ul><ul><li>Balance emotion with reason </li></ul></ul><ul><ul><li>Understand other’s perspectives </li></ul></ul><ul><ul><li>Inquire, consult, and listen </li></ul></ul><ul><ul><li>Be reliable </li></ul></ul><ul><ul><li>Accept others as worthy and worth learning from. </li></ul></ul><ul><ul><li>Advocate Cooperation </li></ul></ul><ul><ul><li>Build consensus between organization members </li></ul></ul><ul><li> (Kouzes & Posner, 1993, p. 130-131) </li></ul>“ Enlightened communication enables [organization] members to establish positive bonds and make wise ethical choices… and includes comprehensive, critical listening, supportive communication, productive conflict management, and argumentation” (p.223). -Johnson
  22. 23. Conclusion Credibility, vision, and relationships Ingredients for success!
  23. 24. Conclusion <ul><li>Customers and clients reward organizations who prize: </li></ul><ul><li>1) Integrity, 2) innovative solutions, 3) and treat employees, stakeholders, partners, and customers with dignity and respect </li></ul><ul><li>-Modern organizations face more complex challenges </li></ul><ul><li>-The need for ethical leadership is urgent today </li></ul><ul><li>Ethical leadership is composed of : </li></ul><ul><li>Credibility - Doing what we say </li></ul><ul><li>Vision - define reality and create the future </li></ul><ul><li>Relationships – believe ins the power of “we” vs. “I” </li></ul>
  24. 25. References Johnson, C. E. (2007). Ethics in the workplace: Tools and tactics for organizational transformation. Sage Publications: London. Kouzes, J. M. & Posner, B. Z. (1993). Credibility: How leaders gain and lose it, why people demand it. Jossey-Bass: San Francisco. Kouzes, J. M. & Posner, B. Z. (2002). The Leadership Challenge. Jossey-Bass: San Francisco. Palmer, J., P. (1998) The Courage To Teach . Jossey-Bass: San Francisco.

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