Ethical Leadership Quiz

Schwartz and Bilsky (1987) - 5 Characteristics

1. Fundamental beliefs you hold about what you think is important

2. Positively framed and inherently desirable, often aspirational

3. Broad ideals that are relevant throughout many different situations

4. Motivate and shape your attitudes and behavior, guiding principles

5. Subjectively ranked based on how important they are to you

Instrumental Values

• used daily to inform how we interact; they’re a means to an end

• example: being cheerful, polite, clean, loyal, responsible, courageous, imaginative, logical, forgiving, honest, clever, disciplined and respectful

Terminal Values

• Reflect life-long ambitions and guide the major decisions in our lives

• Example: freedom, fulfillment, wealth, meaning, recognition, security, etc.

Hedonism

The greatest good is maximizing pleasure and minimizing pain. Can be applied in different ways, for example, by seeking to satisfy our every fancy or by pursuing a deeper sense of intrinsic fulfillment

Stoicism

The greatest good is contentment and serenity. Teaches us self-mastery over our desires and emotions to govern how we choose to act, rather than react, so that we can then pursue a virtuous life.

Consequentialism

The greatest good is improving general welfare. Actions are right if they have more positive outcomes than negative.

Personal responsibility (Barnard)

Avoiding illegal activities and fulfilling duties, commitments and obligations; adhering to societal norms and codes.

Organizational responsibility (Barnard)

Achieving organizational objectives, striking a balance between ambitious targets and ethical operations

Corporate responsibility (Barnard)

Steering organizations as seperate legal entities capable of moral actions with legal and social obligations.

Continuance commitment

Arises from an awareness of the costs of leaving the organization; they stay because that have to.

Normative commitment

Stems from a sense of obligation, a duty to their role, colleagues or the organization; they stay become as ought to.

Affective commitment

Is the emotion bond employees form with their organization; they stay because they want to

Acting fairly (1/4 dimensions)

• Making decisions that are balanced and just, ensuring that all actions taken are free from bias and favoritism

• Forms the foundation of a strong and cohesive team

Allowing voice (2/4 dimensions)

• Listening to what employees have to say and fostering an environment where everyone feels valued and heard

• Empower employees and enriches decisions with diverse perspectives

Accountability (3/4 dimensions)

• Setting standards for ethical conduct by disciplining those who violate ethical norms and by living their one lives as exemplars of integrity

• Reinforces the expectation that ethical conduct is non-negotiable

Prosocial values (4/4 dimensions)

• Having the best interests go everyone at heart, aiming to benefit the organization, the individuals within it, and the broader community

• Success includes the welfare and development of all stakeholders

Context-dependent

Leadership evaluated through the lends of individual perceptions, which cary widely.

Potential for rigidity

adherence to norms may stifle open criticism and evolution of organizational norms.

Unhelpfully vague

No guidance for complex ethical dilemmas beyond basic principles, for example, honesty.

Transactional compliance

Relies on rewards and punishments, rather than internalizing and embodying

1. Coercive

• Your capacity to punish non-compliance

• Based on fear and includes physical, social, emotional, political, or economic means; strictly controlled buy employment relations laws

2. Legitimate

• Your capacity to dictate subordinates’ behavior

• Assign tasks, schedule work, require or prohibit certain kinds of conduct; extends downward throughout the organization hierarchy

3. Reward

• Your capacity to grant positive outcomes or remove negative ones

• Rewards must be value to the target and can be tangible, economic, social, emotional, political or spiritual; intrinsic remain effective longer

4. Information

• Your capacity to control the dissemination of valuable knowledge releasing withholding or amending information, full or in part, enables you to shape how others will behave in response

5. Connection

• Your capacity to sway the opinions and decisions of powerful leaders

• Accumulated by building a broad network with strong ties to influential people; and used by swaying decisions through informal channels

Expert (personal source of power)

• Your capacity to support others in their work through discipline-specific competence and knowledge

• Based on your expertise in a particular field and includes your knowledge, skills, experience and talent, which must be kept current

• Demonstrated by reputation, credentials, qualifications, certifications, achievements, and directly observed from behavior

• Relevant expert power encourage people to trust in your judgement and follow your guidance, albeit with narrower scope of influence

Referent (personal source of power)

• Your capacity to garner followers’ admiration, respect or desire to identify with you as their leader

• Based on your personal traits, characteristics, behavior, charisma, your values, strength of your convictions and your sense of purpose.

• Followers more readily comply with leaders who they like, respect, or identify with because they want to be led by them.

Self-concept

• All the ideas and beliefs you have about yourself

  • Behaviors, personality traits, physical characteristics, interests

• Includes your general self-categorizations - ‘who an I?’

  • Gender identity, your sexual identity, your racial identity, etc.

• Also shaped by the roles we take throughout life.

Self-fulfilling prophesies

• Beliefs strongly affect intentions and actual behavior; we start thinking and behaving in ways that reinforce our self concepts

• Believing that you are a leader or can be in the future, is an important step towards developing an actual identity

Self-aware leadership

• Understand how your rhetoric, attitudes and behavior influence others

• Extending self-awareness into social interactions

  • Know where you can add most value and when to let others step up

  • Recognize how situations affect perceptions, emotions AND state of mind

• More likely to be endorsed and supported by followers

Single-loop learning

1. observe an event: employee consistently arrives late

2. Assess that it is inconsistent with established norms

   1. For example, work schedule is clearly agreed, and deviation is inappropriate

3. Apply various remedies to correct the behavior

   1. For example, discuss punctuality and issue a warning

• Seeks to fix visible symptoms and not deeper causes

  • We haven’t yet asked why the employee was late in the first place?

Double-loop learning

1. Consider why punctuality is an issue for this employee and explore the broader context

   1. For example, personal circumstances, a misalignment with work hours, dis-enhancement with the job or structural issues with job design itself

   2. Consider how our leadership might be contributing to the issues

2. Apply context-specific solution to dissolve the problem

   1. For example, are strict work hours necessary vs. more flexible arrangements

   2. Empower followers to share challenges and co-create solutions

Four Steps of Reflective Journaling

1. Event

   • recall and describe an incident that was emotionally charged and had either a negative or a surprising outcome; be brief, specific and clear

2. Reaction

   • write how you reacted in the moment; and emotional statement; for example, ‘I felt attacked, I got angry and defensive’

   • Confronting yourself can be unpleasant but leads to better understanding

3. Reflection

   • Explain why this incident stirred up such a powerful emotions for you; understand the roots: what did it trigger, or represent for you?

4. Realization

   • Crystallize your insights into actionable steps for future growth

   • Learning from past experiences to build a more effective, resilient version of yourself

Reflection-in-action

Goal is to make critical reflection an automatic process

• Practice structured reflective exercises to train your mind to think critically and reflectively as the default setting, as easy, as breathing `

Develop mindset of growth and continuous improvement

4 steps of personal mastery (Garcia-Morales)

1. Articulating a personal vision

2. Seeing our current reality clearly

3. Harnessing the creative tension

4. Reducing self-limiting beliefs

Process Leadership Theory

Views leadership as a process involving interactions between leaders and followers

• communication/feedback

Contingency Theory

Proposes that the effectiveness of a leadership style is contingent upon the context and environment

Style and Behavioral Theory

Focuses on the behaviors and actions of leaders rather than their traits or qualities

DECIDE model

1. Define the problem

2. Establish the criteria

3. Consider the alternatives

4. Identify the best option

5. Develop and implement an action plan

6. Evaluate and monitor the solution

Maximizing vs. satisficing

• Maximizing - it it’s important and not urgent

• Satisficing -if it’s urgent and important or unimportant

Confirmation bias

Tendency to support our existing beliefs

• shapes how we search for and interpret info

Groupthink

• Group processes override ability to critically evaluate

  • High cohesive groups

  • Authoritarian leadership

Pressure vs. Performance

1. Inactive; no pressure means no performance

2. Relaxed; objectives add motivation, initiating performance

3. Performing; optimal performance with a healthy level of pressure

4. Overwhelmed; too much leads to stress, reducing performance

5. Exhausted; ongoing excessive pressure further reduces performance

6. Breaking down; eventually leads to withdrawal and complete failure

VUCA

• Volatile: frequent, unpredictable changes, for example, stock market fluctuations

• Uncertain: unknown implications of changes, for example, cybersecurity

• Complex: overwhelming interconnected variables; for example, Internet brings information surplus and expectation of perfect knowledge

• Ambiguous: unclear cause-and-effect, for example, work-from-home outcomes

4 Megatrends that are shaping the world

1. Developed nations

2. Developing nations

3. Economic dominance

4. Urbanization