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My Reflection on Meeting this Outcome

My first artifact, Ethics Framework, demonstrates my ability to define the concepts of corporate
social responsibility, environmental sustainability, ethical leadership, and global ethical
corporate citizenship, and explain the importance of having such a framework for understanding
ethics on the part of a global organizations leadership. Senior leadership must make ethical
behavior a personal and organizational priority (Millar & Poole, 2011). In todays constantly
expanding marketplace, organizations need leaders whose ethical standards are driven by more
than simple compliance with laws and regulations. Ethics, as it pertains to business can be
defined as coming to know what it right or wrong in the workplace and doing what's right -- this
is in regard to effects of products/services and in relationships with stakeholders (McNamara,
n.d., para. 8). In order to understand ethics, it is important to understand what ethics is not.
According to Andre, DeCosse, Hanson, McLean, Meyer, Moberg, Shanks, and Velasquez
(2015), ethics is not the same as feelings, religion, following the law, following culturally
accepted norms, and it is not science. Although all of these can be considered components of
ethical behavior; on their own, they do not define it. Every persons definition of ethical
behavior will likely be different because of the variation of influences in their lives; however, as
it pertains to an organization, every member of an organization must act in accordance with the
principles set forth by leadership. Ethical leadership requires the recognition that the standards
of compliance set by law and regulation are merely standards and not measures of ethical
conduct (Millar and Poole, 2011, p. 11). An ethical leader must exhibit a people-first attitude,
have a humble spirit, have values that they are committed to, and be able to articulate a clear
mission and purpose to those around them. Being an ethical leader means being able to
demonstrate what the right course of action is in every situation. An ethical leader is able to

recognize an ethical issue, get the necessary facts, evaluate alternative actions, make a decision
and test it, and then act and reflect on the outcome (Andre, et al., 2015). Ethical leaders inspire
those around them to willingly follow the standards and objectives set before them. Corporate
social responsibility is engaging in business practices that benefit society. According to Yip,
Van Staden, and Cahan, (2011) Increasing concern about the sustainability of the world's
resources has contributed to the rising importance of corporate social responsibility (p. 18). In
short, corporate social responsibility is operating an organization in a manner that ensures that
everyone and everything impacted by business operations are done so in ethical manner.
Environmental sustainability refers to the usage of renewable resources that can be sustained for
an indefinite amount of time. Regardless of an organizations size, it is their responsibility to
ensure that they are operating in a manner that is respectful of the environment surrounding
them. In order for this to happen, the organization must agree on and develop goals and
objectives that drive environmentally sustainable practices throughout the organization
(Anderson, 2015). An ethical leader must exhibit a people-first attitude, have a humble spirit,
have values that they are committed to, and be able to articulate a clear mission and purpose to
those around them. When operating globally, ethical organizations must not only respect the
traditions and cultures of the communities they are doing business in, but also introduce them to
the traditions and cultures they bring with them. Global citizenship, as defined by Sen, is a
demonstrated capacity and commitment to translate the learning dispositions of international
mindedness into action through global engagement (p. 9). It is vital that organizations that do
business globally continually work with local community leaders and the general public to
ensure that they are conducting business ethically as it relates to environmental, cultural, and
economic issues.

My second artifact, Global Ethical Corporate Citizenship, demonstrates my ability to identify,


describe, analyze, and evaluate the best practices and strategies for an organization to be
successful in: organizational conduct, corporate socially responsible conduct, and
environmentally sustainable conduct. Given the critical role that codes of ethics can play in
shaping institutional behavior and the level of scrutiny likely to be placed upon these codes, it is
helpful to understand what they inherently represent (Bray, 2012, p. 75). Global ethical
leadership requires a strong leader with a clear organizational plan. In order for an organization
to become internally motivated to conduct itself in an ethical manner, leadership must
consistently exhibit how organizational members are to conduct themselves within the different
cultural communities they service and represent. Differing religious beliefs, customs, and
behavioral norms across countries and cultures give rise to multiple sets of standards concerning
what is ethically right and wrong (Thompson, Peteraf, Gamble, & Strickland, 2014, p. 258).
The idea of an action being considered ethically right or wrong can be a confusing concept.
There are going to be instances where the ethically correct decision may not agree with the moral
codes of many employees; however, it is up to the organization to conduct itself in accordance
with its code of conduct and the culture within which it is conducting business. Ethical
leadership involves ethical awareness and adherence to morally upright values, the ability to act
in accordance with those values over varying settings, and doing so despite the risk of unpleasant
consequences (Tanner, Brugger, van Schie, & Lebherz, 2010, p. 226). It is a companys duty
to operate in an honorable manner, provide good working conditions for employees, encourage
workforce diversity, be a good steward of the environment, and actively work to better the
quality of life in local communities (Thompson, Peteraf, Gamble, & Strickland, 2014, p. 270).

Corporate social responsibility is a philosophy that is centered on doing good in order to do well.
CSR is not a universally adopted concept as it is understood differently despite increasing
pressure for its incorporation into business practices (Freeman & Hasnaoui, 2011, p. 419).
Cultures around the world have different ideas as to what being socially responsible means; and
as a result, it is imperative that an organization establish an identity regarding who they are and
how they want to be portrayed. Various stakeholders place a premium on the ethical behaviours
of corporations. For instance, few stakeholders want corporations to employ child labour,
damage the environment, or trade unfairly (Millar & Poole, 2011, p. 137). Environmental
sustainability is something that requires careful planning and foresight. Corporate conduct is
under extreme scrutiny as it pertains to the ethical treatment of employees, supply chain
integrity, and cleanliness of the production process as it relates to the environment. Organic
ethical organizational leadership cannot be achieved by simply satisfying short term objectives as
a public relations stunt. True ethical leadership comes from a vision and ethical framework that
is meticulously planned out, while being flexible enough to adapt to the changing global
environment.

My third artifact, Pseudo-Transformational Leadership, demonstrates my ability to identify how


ethical practices separate different types of leadership styles. In order to understand the concept
of pseudo-transformational leadership, one must first look at what authentic transformational
leadership is. In order to be truly transformational, leadership must be grounded in moral
foundations (Bass & Steidlmeier, 1999). These moral foundations are centered on the moral
character of the leader, the ethical legitimacy of the values embedded in the leaders vision,
articulation of a program which followers either embrace or reject, and the morality of the

processes of social ethical choice and action that leaders and followers engage in and collectively
pursue (Bass & Steidlmeier, 1999). In contrast, pseudo-transformational leaders are people who
consciously or unconsciously act in bad faith (Bass & Steidlmeier, 1999). In the past,
transformational leaders were not looked at in a good light because the idea of transforming an
organization or culture generally meant that the person in a position of leadership was making
others conform to their way of thinking, which was against the organizational or cultural norms.
Those who do not invest the time and energy required to find out whether their leaders are honest
and trustworthy people who genuinely care about their well-being, must expect to be misled. On
the other hand, when people are aware of when they are being taken advantage of, they can resist
the influence and either fight the leader or find another person they can believe in. Ethical norms
and behavioral ideals should not be imposed but freely embraced. Motivation should not be
reduced to coercion but grow out of authentic inner commitment (Bass & Steidlmeier, 1999).

My Future Learning Goals as Related to this Outcome


The reflection and artifacts above demonstrate my ability to identify and understand what it
means to be an ethical leader. As I continue with my journey to be an exemplary leader, it is
important that I continue to research and adapt to the ever-changing rules and regulations that
pertain to leading a collegiate football team. In order to do this, I must take the time to scour the
bylaws of the National Junior College Athletics Association and Kansas Jayhawk Community
College Athletics Association so that I can abide by the external regulations set forth by
governing bodies. In addition, I need to begin researching the NCAA rules and bylaws so that I
am prepared to transition to that level when the opportunity presents itself. Besides the external
regulations that determine the ethical behavior of a college football coach, I must also continue

to observe and gather knowledge from respected members of the American Football Coaches
Association in an effort to become more aware of the ethical challenges facing coaches at
various colleges and universities across the nation. Finally, I will read the following books that
pertain to winning with integrity:
1. Playing to Win: Jerry Jones and the Dallas Cowboys by David Magee
2. All In: What it Takes to be the Best by Gen Chizik with David Thomas
3. The Broken Road: Finding Gods Strength and Grace on a Journey of Faith by
Chette Williams
Reading Playing to Win will give me insight into how Jerry Jones built the Dallas Cowboys into
one of the most successful teams in NFL history, while dealing with controversy on and off the
field. All In chronicles Gene Chiziks resurrection of Iowa State by transforming the culture of a
losing program while handling adversity with honor and integrity. The Broken Road will help
me understand the trials and tribulations that a championship journey presents while relying on
the strength that God provides along the way.