Name: Ester Intan Sukma

ID: 11190002

Global Leadership – Week 10

Values and Ethical Leadership

“Leadership cannot just go along to get along… Leadership must meet the moral challenge of the
day.” Jesse Jackson

Do the things right = efficiency concepts

Do the right thing = effectiveness ethics concepts.

Leadership and “Doing the right things”

-Leaders face dilemmas that require choices between competing sets of values and priorities.

-Leaders set a moral example that becomes the model for an entire group or organization.

-Leaders should internalize a strong set of ethics, principles of right conduct or a system of moral
value.

-Gardner and Burns, Psychologists, stress the centrality and importance of the moral dimension of
leadership.

-Four qualities of Leadership engender trust:

-Vision (Clear)

-Empathy (emotion Intelligence), try to persuade emotion of others

-Consistency (Consistent)

-Integrity shows Integrity which is increase the trust level.

Ethical Leadership Increases → Trust →impact to Followers, attitude, satisfaction, commitment,

performance.

Values (Something important)

-Values are “constructs representing generalized behaviors or states of affairs that are considered by
the individual to be important.”

-Values are learned through socialization, become internalized, and affect behavior.

-People in an organization vary in the relative importance they place on values.

-Instrumental values refer to modes of behavior (being helpful, being responsible)

-Terminal values refer to desired end states (family security, social recognition).
-Value Assessment “Rokeach Value Survey”

Page 2:

1. Salvation
2. A world at Peace
3. Health
4. Equality
5. A comfortable Life
6. Family Security
7. Freedom
8. Mature Love
9. National Security
10. Pleasure
11. Self-Respect
12. An Exciting Life
13. True Friendship
14. Wisdom
15. A World of Beauty
16. A sense of accomplishment
17. Inner Harmony
18. Social Recognition

Page 3:

1. Capable
2. Intellectual
3. Self-controlled
4. Honest
5. Logical
6. Broad-minded
7. Loving
8. Obedient
9. Responsible
10. Polite
11. Helpful
12. Ambitious
13. Independent
14. Loyal
15. Clean
16. Forgiving
17. Imaginative
18. Courageous
Personality or characteristic is a Values (Leader’s value) to how Leaders Attitude behavior impact on
Followers attitude and behavior.

Values:

-Pervasive influences of broad forces at a particular time tend to create common value systems.

-This may contribute to misunderstandings and tension during interactions between older
leaders and youngers followers.

-Each generation is molded by distinctive experiences at their critical developmental periods.

Moral Reasoning and Character-Based Leadership (Values):

→ An important consideration is how people think and act concerning matters of right and wrong,

→ Moral reasoning is the process leaders use to make decisions about ethical and unethical
behaviors (The manner by which they solve moral dilemmas).

-Value differences often result in different judgements regarding ethical and unethical
behavior.

-Not everyone fully develops their moral judgement.

→Unconscious biases may affect moral judgements, which is why many organizations are developing
programs to develop moral decision-making competence among leaders.

→Effectiveness of such programs depends on understanding the moral decision-making process,

which is complex.

→Greene suggests a dual-process theory of moral judgement.

-Moral judgement dealing with rights or duties are made by automatic emotional responses
while those made on a utilitarian basis are made more cognitively.

Moral Reasoning and Character-Based Leadership:

-Kidder offers three principles for resolving ethical dilemmas.

1). Ends-based thinking – “Do what’s best for the greatest number of people.” It is also
known as utilitarianism (cognition).

2). Rule-based thinking - It is consistent with Kantian philosophy and is characterized as

“following the highest principle or duty.” → Treat others as you want to be treated.

3). Care-based thinking – “Do what you want others to do to you.” It is similar to the Golden
Rule of conduct common in some form to many world religions. → Golden Rule, same number 2.

-Research has identified 4 biases that affect our moral decision making.

-Implicit prejudice refers to subconscious prejudices that affect our decisions without us
being aware of them.
 -In-group favoritism involves doing acts of kindness and favors for those who are like us.

-Over-claiming credit involves overrating the quality of our own work and contributions.

-Conflicts of interest adversely impact ethical judgements and bias our perceptions of
situations.

-When People behave badly, they use the following methods to interpret their behavior in a self-
protective way.

-Moral justification

-Euphemistic labeling

-Advantageous comparison

-Displacement or diffusion of responsibility

-Disregard or distortion of consequences

-Dehumanization

-Attribution of blame.

Character-Based Approaches to Leadership:

-Avolio asserts that there are two components of ethical leadership.

-The moral person is a principled decision maker who cares about people and the broader
society. (Being)

-The moral manager makes ethics an explicit part of the leadership agenda by
communicating messages of ethics and values and by modeling ethical behavior. (Behaving)

-There is new interest in leadership approaches that are based on the interdependence between
effective leadership and certain value systems.

-Authentic leadership shows are self-aware and self-consciously align their actions with their
inner values. → Integrity.

Based on the notion of “to thine own self be true” → be true to yourself.

-Servant leadership

Self-aware (who you are) → Be true to “yourself” (be aligned to your inner-self) is values/ character.

Authentic Leaders usually build trust or commitment of followers which increases the performance
of followers.
Servant Leadership:

-Servant leadership views “serving others to be the leader’s role”. → Develop others to
become a leader by serving them.

-Ten characteristics describe servant leaders:

1. Listening

2. Empathy (important characteristic)

3. Healing (important characteristic)

4. Awareness (important characteristic)

5. Persuasion

6. Conceptualization

7. Foresight

8. Stewardship (important characteristic)

9. Commitment to others’ growth (important characteristic)

10. Building community (important characteristic)

The roles of Ethics and Values in Leadership:

→The top leadership’s collective values play a significant role in determining the dominant values
throughout the organization

→Many of the most difficult decisions made by leaders are choices between opposing values.

→A leader must set a personal example of values-based leadership and ensure that clear values
guide everyone between opposing values.

Ethical Leadership → (leading by examples) to Ethical Organization culture, to influence Followers

moral behavior (direct impact).

Integrity Is important to company to create company ethical culture. (Indirect impact).

Principle-Centered Leadership:

- Principle-centered leadership asserts a fundamental interdependence between the personal,

interpersonal, managerial, and organizational levels of leadership.

-Personal: Be a trustworthy person in terms of both character and competence.

-Interpersonal: A lack of trust leads to self-protective efforts to control and verify each
other’s behavior.
 -Managerial: Empowering others requires a trusting relationship, team building delegation,
communication, negotiation, and self-management.

-Organizational: Creativity requires that the organization’s structure, systems (training,

reward communication), strategy, and vision be aligned and mutually supportive.

Summary:

-There is a relationship between ethics, values and leadership.

-It is not just the content of what one believes is right and wrong, but how one makes moral or
ethical judgments.

-Ethical dilemmas often involve a choice between two “right” rather than right and wrong.

-Recent research has explored the interdependencies between effective leadership and particular
value systems.