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Running head: PART B

Part B: Portfolio of Evidence Contents

[Institutional Affiliation]


Part B: Portfolio of Evidence Contents

Appendix A
I believe that the use of ethical behavior will pay off in the long run. I believe that the ethical behavior
at work place is highly influenced by the leaders at workplace. We human beings are social animals
and as a part of one of our basic instincts we like to copy people we admire and respect. So if the
leader is transparent, truthful, self-sacrificing and shows the highest standards of ethical and moral
conduct his followers eventually develop respect and admiration. If the leader believes that ethical
standards and ethical commitment builds customer trust and winning with integrity is the key mantra
to business success then his/ her employees will do as well. This is what will attract and keep the
best employees in the company.
What was the definition of ethical leadership adopted by the participants in the debate?
What is the role of the directors as envisaged by Codes of Corporate Governance and wider
society?Are these expectations consistent with the ideas of ethical leadership?| The four
characters, Mike, Jan, Mei-Hua and Deshi were portrayed as individuals with starkly differing
views on ethical leadership. Mike believes that strong influence of ethical leaders in
organizations will shape people within. Meanwhile, Jans idea of ethical leadership involves
her employees taking up of social responsibility which she believes will be able to develop
them. On the other hand, Mei-Hua defines ethical leadership as the moral obligation to
follow codes and rules set. Mei-Hua also considers unorthodox methods which falls within
the legal guidelines as completely ethical. Finally, Deshi regards ethical leadership as a
hindrance and questions the necessity of such a concept.The widely accepted societal role
of directors is to ensure the success of the company through prudent and effective
management (Aguilera 2005). However, in recent years, the Codes of Corporate Governance
have been introduced to provide more specific guidelines detailing the role of directors. Of
the many guidelines, the inclusion of nonexecutive directors representing and protecting
stakeholder interests by reviewing and ensuring the compliance of the executive directors to
the code has the greatest effect and outlines two distinct yet complimentary roles of
directors today (Crane & Matten 2010).However, through the debate, I have realised that
despite the establishment of Codes of Corporate Governance and societal expectations,
much of these ideas are prone to personal interpretation. While some individuals like Mike
and Jan place emphasis on ethical leadership, there are also those who agree with Mei-Hua
who considers ethics as a matter of compliance. Deshi represents another extreme
personality who places no faith in ethical leadership at all, giving us an insight to how
subjective and inconsistent the expectations can be from the idea itself. | What are the
structures of codes of corporate governance that support the ethical behaviour of directors?
In whose interest are these structures conceived? Do they promote ethical leadership as you
understand it?| The framework laid down by the codes of corporate governance ensures a
clear global direction via the regulation and supervision of management actions and through
the fulfilment of legit expectations in view of responsibilities beyond corporate boundaries
(Brennon & Solomon 2008). This framework provides a guideline and ensures that clarity,
comprehensiveness and enforceability can be achieved (Raiborn & Payne 1990), through the
checks and balances of non-executive and executive directors, an active role for auditors


and mandatory reporting of major decisions (Boyd 1996).The structures are conceived in
order to protect the interests of shareholders by addressing the interests of stakeholders and
employees. The increased level of accountability and transparency reduces the possible
misunderstanding and discourages instances of foul play. In this process, employees benefit
as they have a defined direction, while the clarity allows stakeholders to make informed
decisions. In my opinion, such structure discourage unethical leadership but do not
necessarily promote it. Exemplified in Mei-Huas argument, there will be people who will
work within the guidelines while exploiting the loopholes present in them. True ethical
leadership can only be achieved via educating employees and instilling good practices daily.
It can also be screened during job interviews to select for employees with the right values.
The structures and guidelines should be utilized as a safety net rather than an elixir for the...