final in principles leadership

 Merck Case

the motivation of a servant leader

a servant leader’s character, intentions, and core purpose-leading from humility and a desire to serve others

o How does a servant leader receive feedback?

-Servant Leader: Receives feedback openly and humbly, seeking it as a way to grow and improve.

-Self-Serving Leader: Views feedback as criticism or threat, often becoming defensive or dismissive.

o How does a servant leader handle succession planning?

Servant Leader: Intentionally develops others, invests in future leaders, and sees succession as stewardship.

o How does a self-serving leader handle succession planning

Protects their position, may withhold knowledge or limit others' growth to maintain control.

head stands for

A leader’s mindset, philosophy of leadership, and understanding of purpose.

servant leader behavior

Focuses on shared vision, values-driven leadership, and aligning actions with principles

⚬ Empower others

⚬ Invest time and equip others to carry on

⚬ Lived in relationship with others

⚬ Share what you know

⚬ Provide opportunities to others

self-serving leader behavior

Uses leadership for personal gain, status, or power rather than service.

Lead from ego

⚬ Concerned solely with promotion and protection of self

⚬ Addicted to power, recognition, afraid of loss of position

⚬ Less likely to spend time or effort in training their replacements

hands of a servant leader

Turning values into behavior — putting beliefs into practice through actions, decision-making, and service to others.

• Look at leadership as an act of service

• Promote the interests of others

• Help others grow in who they are

• Have a positive impact on the least privileged in the organization/society

• Want to produce other servant leaders

situational leadership

Leadership style must be adapted based on the development level of the follower — there is no one-size-fits-all approach.

employee development levels

-D1 – Low Competence, High Commitment (Enthusiastic beginner)

-D2 – Some Competence, Low Commitment (Disillusioned learner)

-D3 – Moderate to High Competence, Variable Commitment (Capable but cautious)

-D4 – High Competence, High Commitment (Self-reliant achiever)

courage

Leaders must be courageous – not just make gutsy choices. Courage is doing the right thing,

even when it is not the easy choice. It is taking action, despite fear. Clarity about your mission

and values can strengthen your resolve.

faith

Trustworthiness is an imperative in the organization. Leaders must build and maintain trust.

Leaders must also have faith to trust others with information and tasks

justice

The powerful perceptions of justice and fairness require attention by leaders. It is important

for leaders to create and maintain a fair work environment

love

Moving beyond notions of emotion, leaders must demonstrate care for others and act with an

identifiable concern for the interests of others.

hope

Leaders inspire optimism and avoid the obstacle of hopelessness.

temperance

Leaders must consider balance and moderation in relationship to both individual leadership

and corporate decision-making.

prudence

Great leaders act wisely in the present and exercise foresight in preparing for the future.

Leaders should engage in long-term thinking and the wisdom of investing in people as well as

pursuing profits

levels of cognitive development

-post conventional

-conventional

-preconventional

pre conventional

what’s in it for me

post conventional

what are the relevant principlesco

conventional

what is everyone else doing

types of courage

-physical

-phychological

-moral

-everyday

barriers to courage

-lack of awareness/knowledge/skills

-fear of speaking up

-pride

-not believing in yourself

-lack of clarity

developing courage

• Strengthen organization’s identity

• Clarify organization’s direction

• Increase motivation of people who

serve in the organization

overcoming pride

1. Increase awareness to moments

at home or work when you are

more concerned with promoting

yourself than serving others

2. If pride is in charge, ask yourself,

“what is hurting me or bothering

me so much?” “Do I really want to

make this decision out of pride?”

3. Make decisions based on what

is right in the long-term

4. Cut back on distractions from

what’s most important

overcoming fear

1. accurately assess the situation

2 what is at risk and what Is secure

3. is the danger real or imagined

4. what short term action may be required

5. what help is availible

-keep calm and reassured

-apply trust, faith, hope, and love as often as possible

3 key habits

seek solitude

invest in development

seek accountability

strategies for accountability

-selfcuing

-natural rwards

-self reinforcement

-examine

corporate social responsibility

to

act beyond economic and legal

obligations – to be ethical and to

contribute in a positive way to

society

why corporate responsibility

Pragmatic

⚬To maintain legitimacy, protect reputation, viability

⚬We must use power responsibly or risk losing it

• Ethical

⚬As a part of society, we have the responsibility to behave ethically

and to contribute to the greater good

• Strategic

⚬Being socially responsible creates shared value and can differentiate

one from competitors

⚬When society prospers, business prospers – they are partners

REASONS WHY

pragmatic reason

Pragmatic

⚬To maintain legitimacy, protect reputation, viability

⚬We must use power responsibly or risk losing it

⚬Corporations exist with certain advantages – these rights can be

removed if they are perceived to be irresponsible

⚬Perception is based on whether the corporation is a responsible

societal actor

⚬Corporations must anticipate multiple stakeholder concerns while

acting defensively – be proactive

⚬Stakeholder Maximization Perspective VS. Shareholder

Maximization Perspective/Mentality

REASONS WHY

strategic reason

1. analyze your business and ask is it doing any harm

2. Where can we do good by providing unique opportunities to create shared value?

types of corporate responsibility

phianthropic

ethical

kegal

economic

difficulties of foreign business assignments

ncrease in the number of stakeholders to

consider

￭ Multiple governments with different laws,

regs, and policies

￭ Business partners that may be

incorporated in U.S. or elsewhere

￭ Employees and customers from different

cultures

￭ Civil society (media, academic

institutions, not for profit orgs, religious,

political, and other groups with interest in

global business ethics

potential for new issues

⚬ Corruption

⚬ money laundering

⚬ human rights issues

⚬ workplace conditions

⚬ environmental issues

⚬ respect for local customs and cultures,

etc.)

needs of expatriates

• Clear guidance about goals and expectations

• Realistic preview of living conditions in new location/situation

• Guidance and support about potential ethical issues – how to behave

appropriately in anticipated situations

• Cross-cultural training – not just for themselves, but for their families

too

• Go through an assessment before leaving

3 components of cultural intelligence

-knowledge

-motivational

-action

benefits of training

Greater feelings of well-being and self-

confidence

• Improvement in relationships with host

nationals

• Development of correct perceptions of

host culture members

• Better adjustment to the new culture

• Higher performance

what should training include

• Foreign language training

• Relationship building and culture understanding

• Negotiation skills

• Rules and Resources

• Ethical awareness training - ethical issues to

anticipate

⚬ Bring clarity to common ethical decisions in

more ambiguous international business

contexts

⚬ Community Standards (NY Times Test)

⚬ Strong ethical guidelines

• What assumptions to avoid based on selective

perception

three common types of assumptions

1. behavioral consistency

2. cultural homogeneity

3 assumption of similarity

ethical relativism

willingness to engage in behavior that seems acceptable in the local culture