* Your assessment is very important for improving the workof artificial intelligence, which forms the content of this project
Download ETHICS-BASED LEADERSHIP THEORIES Ethic based approaches
Aristotelian ethics wikipedia , lookup
Morality throughout the Life Span wikipedia , lookup
Individualism wikipedia , lookup
Alasdair MacIntyre wikipedia , lookup
Moral disengagement wikipedia , lookup
Moral responsibility wikipedia , lookup
Arthur Schafer wikipedia , lookup
Consequentialism wikipedia , lookup
Lawrence Kohlberg's stages of moral development wikipedia , lookup
Moral development wikipedia , lookup
Morality and religion wikipedia , lookup
Ethics of eating meat wikipedia , lookup
Moral relativism wikipedia , lookup
Secular morality wikipedia , lookup
Ethics of technology wikipedia , lookup
Declaration of Helsinki wikipedia , lookup
Business ethics wikipedia , lookup
Ethics in religion wikipedia , lookup
Thomas Hill Green wikipedia , lookup
Ethical intuitionism wikipedia , lookup
ETHICS-BASED LEADERSHIP THEORIES Ethic based approaches are generally used by leadership to influence people who they concern lead by their personal charisma vision and skill. Ethics-based approaches then to have three major concerns (Ciulla 2004:Ciulla, Price. And Murphy 2005). The first concern and virtue is the intent of individuals, whether they are leaders or members of the organization. How does the character and virtue of individuals shape their moral compass to do good?. The second concern involves selecting the proper means for doing good. In this philosophy, this is often called the deontological or duty approach. Being moral means knowing and following appropriate social customs stemming from laws, rules, and mores. The third concern is selecting the proper ends. In philosophy, this often called the theological or utilitarian approach. An example is when a male manager is approached by any angry female employee who accuses a supervisor of sexual harassment and provides three instances of inappropriate language and behavior. Ultimately, all three concerns- good intent, proper means, and appropriate ends must be functioning for good leadership (as a process) to be robust. Perspective on Ethics-Based Leadership The basic integrity model of the virtuous leader Nearly all ethical focus on, include, or assume basic leader integrity. The basic meaning of integrity is wholeness, and that in turn is based on notions of consistency with one’s own words, thoughts, principles, actions, and social setting. The three most common hallmarks of integrity are honesty, trustworthiness, and fairness. The first level of honesty involves telling the truth in all oral and written expression. Honest people from this perspective do not tell lies, even by reframing “white” or courtesy lies. Further, they are truthful in both private and public situations. The second element of integrity relates to trustworthiness, which can involve several elements. Trustworthy people know what their principles are and are able to state them so that others know “where they stand”. Of course, trusthworthy people are consistent with own their principle (Manz, et al. 2008; Palanski and Yammarino 2009). A third major element of integrity is fairness. Fairness implies that ones knows and follows rules ad makes sure that they apply to all. Because those with management and executive responsibilities have a lot of discretion, fairness is important in the equality of treatment as well as in making rational and appropriate exceptions. The ethical leader as moral manager Certainly on of the first mandates of ethical leader and an ethical leadership process is to make sure that the rules, regulations, and expected mores are: Explicitly stated Clearly and fully taught to new organizational members Refresh and updated for veteran members, and Enforced consistently and fairly for all. Exhibition 6.1 Ethical leadership based on personal integrity Honesty Tells the truth; comes forth with appropriate information Trustworthiness Fairness Knows principles; act on principle Provides equivalent treatment; commitments would want consistently. Follows through on Integrity Provides consistency of words, principles, and equitable actions provides others with treatment s/he Organizations depend on members to know and follow their “duty” (Trevino, Weaver, and Reynolds 2006). This is particularly true in public sector organizations in which the delegation of authority to work on the public’s behalf derives from statute and is articulated through administrative law. The important of ethical leadership is most pbvious when it si absent. Image an entrepreneurial public agency, such as an economic development agency, in which the rules and regulations are not clearly stated, so that agency personnel are always guessing just how much initiative they should take into their own hands. The ethical leader as authentic If the moral manager perspective emphasizes the external role of authorized values, authentic leadership emphasizes the internal perspective. Core values of authentic leaders include trustworthiness, credibility, respect for others, fairness, accountability, and other aspects of basic personal integrity that were discussed above. They are adept at selfregulation in terms of their emotional intelligence, self-improvement goals, and balance congruence between their actual and ideal selves. The authentic leadership construct takes into the individual’s role beyond the mere passive acceptance of social norms; authentic leaders are responsible for being self-aware and self-regulating. Critics (e.g., Cooper. Scandura, and Schriesheim 2005) have noted a number of challenges in developing this “very normative approach” first, the definitions of authentic leadership seem some what amorphous and all inclusive and definition become circular. Finally, as theorists work at setting up more elaborate research protocols, the distance between their research and practitioner accessibility seems ever greater (see George 2003 for a good practitioner application of authentic leadership). The ethical leader as spiritual mentor to followers, clients, and constituents While spiritual as a school of thought only emerged in 2003, it has strong precedents in the servant leadership tradition emerged in 2003, it has strong precedents in the servant leadership tradition (Greenleaf 1977) and Kohlbergian ethics (1981). The spiritual servant leadership philosophy is an ancient one that clearly recognizable in the writings of great humanitarians such as LaoTzu and Jesus. The basic ide is that the notion that the people are to ser in the writings of great humanitarians such as Lao-Tzu and Jesus. The basic ide is that the notion that the people are to serve the king, or potentate is backward and fundamentally wrong: it is leader who is privileged to serve the people. Kohlberg established three levels of moral development that have been used by many leadership ethicists. Level 1 is pre-conventional and includes he obedience and punishment orientation, and self-interest orientation of those with immature or undeveloped moral compasses. The second level is the conventional, which includes the conformity stage and the authority and social order maintaining orientation. The highest level is the post-conventional, which includes the social contract orientation, and the ultimate universal ethical principles stage. A challenge of servant and spiritual leadership is its abstraction from normal organizational authorization procedures and functions. Another challenge involves deciding whether it is a normative or empirical approach, and whether the ideal methods are perspective or descriptive. Finally, sometimes there is vey strong resistance to the normative thrust of servant leadership in the private sector where the market can be seen as the primary source of wisdom, and the concerns of shareholders and owners are paramount to the success of capitalism (‘a la Milton Friedman 1970) . The ethical leader as a transforming agent of change for the common good From the beginnings of the transformational and charismatic leadership renaissance in the late 1970s, major intellectual efforts were made to distinguish change oriented and bigger than life leaders driven primarily by personal ego or “personalized” concerns from those driven by “socialized” concerns. Heifetz’s adaptive leadership model (1994) focuses on the need of leaders to focus on the hard work of consensus building in tackling complex contemporary problems. He distinguish between routine technical problems, which are handled through expertise, and adaptive problems, such as crime, poverty, and educational reform which require innovative and value laden approaches. A strength of this perspective is that there is no doubt that change is a major, and frequently critical, function of leaders, especially executives. Transforming leadership theory integrates managerial and normative values into a single model. A variety of potential weakness can also be posited. First, whenever theories marry descriptive and normative perspectives, the blend is always a bit complex and arbitrary. Second, transforming leadership is still heroic to the degree that it casts change as the primary function of leaders and suggest that the other leadership functions are essentially inconsequential management details. In summary, an ethical perspective on leadership in unified in the sense that leaders are supposed to take great stock of their organizational, professional, and societal communities, and integrate the common good in process and product. Both the means and the ends of success are put in a social context that emphasizes equity and sustainability. GENERIC LEADERSHIP MODEL BASED ON CONSCIOUSNESS AND CONSCIENTIOUSNESS Leadership style are base on the level of social consciousness, self discipline, and courage of the leader, ranging from unethical to exemplary (Van wart 1998a). The most common symptom of leaders with unethical styles is they use their positions for their personal benefit or for a special group at the expense of others. Also, unethical leaders may use their position and power to promote the interests of friends at the expense of more qualified people or to seek retribution against those who cross them. Many leaders are ethically neutral in their style. They may be unaware of subtle ethical issues, or if they are aware, fail to take the time to reflect on them. Exhibition 6.2 Summary of value-based theories (emphasizing distinct focus) Types of ethical leadership Moral management Alternative names Major concern Major emphases Proponents of particular type Duty approach, ethics training, the low-road approach Concern for organizational and social standards Legislative bodies; Rohr; Trevino Authentic leadership Positive leadership Spiritual leadership Servant leadership, affective leadership, exemplar leadership Concern for one’s own principles and values Concern for selfregulation (“positive” leadership) leading to confidence, optimism, resilience, and so forth Concern for making wholesome change Ethical compliance with organizaional or legal mandates, for example, codes of conduct, professional standards Self-awareness Self-improvement Open to feedback; non-defensive “positive” influences on followers Care and compassion Hope faith, and spiritual well-being Work as a “calling” emotional labor Sustainability Greenleaf; Newman and Guy; Fry; Cooper and Hart Avolio and Gardner; Fairholm; Argyris; Covey Transforming leadership Adaptive leadership Shared organizational or community vision Organizational or community adaptation Intellectual stimulation to improve organization or community Burns; Bass; Helfetz; Bryson and Crosby; Carnevale Notes: all types assume personal integrity as a requisite foundation for moral action. Most of Aristotle’s work on ethics is set in a leadership context (Aristotle 1953). His virtue based perspective of ethics emphasizes the rational process that leaders exercise. People of good character ethical leaders engage in three primary practices. First, people of good character recognize ethical issues. Second, ethical leaders take the time to reflect on issues that often pit one important value against another. Third, ethical leaders find ways to integrate the collective good into appropriate decisions. Making a substantial contribution to a group, organization, community, or system takes sustained hard work, perseverance, and the involvement of many people, which in turn require trust, empathy, and nurturance. One type of substantial contribution might be the accomplishment of a specific project or good work of some magnitude. A second type of substantial contribution involves raising the moral consciousness of followers or the community. The final or highest level of exemplary leadership is often perceived as the willingness to make sacrifices for the common good and/or to show uncommon courage. Some of the challenges “strong” leaders often face are: “to be a lone chief atop pyramid is abnormal and corrupting” “A self-protective image of omniscience often evolves from..warped and filtered communication” “those persons who are atop the pyramids often suffer from a very real loneliness.” “…..in too many case the demands of the office destroy these (leaders) creativity holds too much power.” “in the end the chief becomes performer, not natural person, and essential creative power diminish.” “(a single chief) nourishes the notion among able people that one must be boss to be effective. And it sanctions, in a conspicuous way, a pernicious and petty status striving that corrupts everyone.” (Greenleaf 1977, 63-64) Exhibition 6.3 A model of ethical and exemplary leadership The person of good character will 1. Recognize ethical issues 2. Reflect on ethical issues 3. Integrate the collective good into appropriate decisions 4. Make a substantial contribution a. Carry out a project or good work, and/or b. Increase the moral awareness of the community OR 5. Exhibit sacrifices or courage for the common moral good a. Deny oneself for the common good b. Suffer abuse for the common good Exhibition 6.4 Causal-chain model implicit in an ethics-based approach to leadership studies Leadership styles based on social consciousness, self-disicpline, courage Unethical style Ethically neutral style Ethical style Exemplary ethical style Intervening variables None Moderating variables Consciousness of ethical responsibilities Performance variables Greatest common good Empowerment of followers Decision quality Self-discipline Courage of conviction