Professional Documents
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No reproduction or distribution without the prior written consent of McGraw-Hill Education. 5-1
Chapter 05: Values, Ethics, and
Character
• Leaders can use power for good or ill.
• A leader’s personal values and ethical code
may be the most important determinants of how
that leader exercises available power sources.
• A number of scandals involving political,
business, and religious figures highlight the
need to consider values and ethics in terms of
leadership.
• Scholarly and popular literature have turned
greater attention to the question of ethical
leadership.
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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 values.
• Gardner and Burns stress the centrality and
importance of the moral dimension of
leadership.
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Leadership and “Doing the Right
Things” (continued)
• Four qualities of leadership engender trust:
– Vision
– Empathy
– Consistency
– Integrity
• Two contrasting sets of assumptions people
make about human nature:
– Theory X asserts that most people need extrinsic
motivation because they are not naturally motivated to
work.
– Theory Y asserts that most people are intrinsically
motivated by their work.
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Values
• 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).
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Moral Reasoning and Character-
Based Leadership
• 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 i.e. the manner by which they solve
moral dilemmas.
• Value differences often result in different
judgments regarding ethical and unethical
behavior.
• Not everyone fully develops their moral
judgment.
5-6
Moral Reasoning and Character-
Based Leadership (continued)
• A common but challenging ethical dilemma
involves choosing between two “rights.”
• Kidder identified four common ethical dilemmas.
– Truth vs. loyalty – honestly answering a question that
may compromise confidentiality
– Individual vs. community –compromising the rights of
an individual for the good of the community
– Short-term vs. long-term – balancing spending time
with family against making career investments for future
benefits
– Justice vs. mercy –excusing a person’s behavior due
to extenuating circumstances or convicting to teach a
lesson
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Moral Reasoning and Character-
Based Leadership (continued)
• Kidder offers three principles for resolving ethical
dilemmas.
5-8
Moral Reasoning and Character-
Based Leadership (continued)
• 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.
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Moral Reasoning and Character-
Based Leadership (continued)
5-10
Character-Based Approaches to
Leadership (continued)
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Character-Based Approaches to
Leadership (continued)
• Authentic leadership is based on the notion of
“to thine own self be true.”
• Authentic leaders are self-aware and self-
consciously align their actions with their inner
values.
• The study of authentic leadership has gained
momentum because of the following beliefs:
– Enhancing self-awareness can help people in
organizations find more meaning at work
– Promoting transparency and openness in relationships
builds trust and commitment
– Fostering more inclusive structures and practices can
help build more positive ethical climates
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Character-Based Approaches to
Leadership (continued)
• Servant leadership views serving others to be
the leader’s role.
• Ten characteristics describe servant leaders:
– Listening
– Empathy
– Healing
– Awareness
– Persuasion
– Conceptualization
– Foresight
– Stewardship
– Commitment to others’ growth
– Building community
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Leading by Example: the Good, the
Bad, and the Ugly
• One of the most quoted principles of good
leadership is “leadership by example.”
• Research shows that ethical role models are
characterized by four general categories of
attitudes and behaviors:
– Interpersonal behaviors: show care, concern, and
compassion for others.
– Basic fairness: show fairness to others
– Ethical actions and self-expectations: hold themselves
to high ethical standards
– Articulating ethical standards: articulate a consistent
ethical vision and are uncompromising toward it
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Leading by Example: the Good, the
Bad, and the Ugly (continued)
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Creating and Sustaining an Ethical
Climate
• Five “fronts” of leadership action are required to
create an ethical climate.
– Formal ethics policies and procedures – formal
statements of ethical standards/policies, reporting
mechanisms, disciplinary procedures, and penalties
– Core ideology – organization’s purpose, guiding
principles, basic identity, and most important values
– Integrity – core ideology is congruent with all public and
private actions throughout the organization
– Structural reinforcement – organization’s structure and
systems encourage higher ethical performance and
discourage unethical performance
– Process focus – how goals are achieved is as important
as achievement
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Creating and Sustaining an Ethical
Climate (continued)
• 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.
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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 “rights” rather than right and wrong.
• Recent research has explored the
interdependencies between effective leadership
and particular value systems.
5-18