Bridge Paper Developing Ethical Leadership Text

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Chapter 4 of concepts, challenges, and realities of leadership: an international perspective selected proceedings from the salzburg seminar on international leadership. 3, issue 12, summer 20 what exactly does ethical leadership mean these days? an interview with john hawkins, leadership edge, a leadership consulting firm. A bridge paper of the business roundtable institute for corporate ethics, developing ethical leadership , r. Ethical leadership in turbulent times , darden school of business, university of virginia. Center for ethical leadership at the lbj school of public affairs at the university of texas at austin. Eric digest 107, june 1996: ethical leadership , by larry lashway, on ethical leadership in schools.

Five standards of leadership practiced by ethical leaders , editor’s choice article on ethical leadership of companies. Exploring ethical leadership .instruction for volunteer leaders in ethical leadership from the west virginia university extension service, developed by patricia pinnell and shirley eagan. Institute bridge papers™ put the best thinking of academic and business leaders into the hands of practicing managers. Bridge papers™ convey concepts from leading edge research in the field of business ethics in a format that todays managers can integrate into their daily decision making. Bridge papers™ are part of the institute’s outreach efforts and electronic copies of series’ titles are available for non commercial educational use on a royalty free basis.

Bridge papers™ include thought leader commentaries™ with leading ceos and others that provide a perspective on how the research impacts an area of business practice. They are written specifically for managers and are of a modest length that makes them easy for the business traveler to complete during a commuter plane ride.

why practice ethical leadership?

when and by whom should ethical leadership be practiced?

how do you practice ethical leadership?

specific components of ethical leadership

consider a dilemma: you’re the director of a community based human services organization that includes sites in several towns. The head of the state funding agency suggests to you that you simply close down a site.

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That means both laying off dedicated staff members and denying services to a community and a group of people that has come to rely on you. Perhaps more important, it means deciding among several communities, to all of which you’ve made a commitment. How do you handle the situation? or think about this: you get wind from a contact at a foundation about a grant possibility that would be perfect for a collaboration with another organization. At the same time, you realize that your organization could probably successfully apply alone, and end up with a much larger amount of money than if you applied with a partner. In that case, the service you’d provide would be somewhat narrower, but still helpful to the people you work with, and the funding would help with your administrative expenses.

On the other hand, the other organization, with which you have a good working relationship, is in financial difficulty, and a grant like this would do a great deal to help it survive. Leaders of organizations, initiatives, and institutions – not to mention politicians – face them nearly every day, and have to make decisions. The decisions they make, as well as the ways by which they make those decisions, determine whether or not they are ethical leaders. Whether you direct a small organization, are in charge of a group in a larger organization, head a large agency or institution, or simply sometimes take an informal leadership role in your daily life, the issue of ethical leadership is one you can’t avoid.

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This section is about ethical leadership: what it is, why it’s important, and how to practice it. Ask 100 people – or 100 philosophers, for that matter – what they mean by ethics, and you might get 100 different answers. The struggle to define ethical behavior probably goes back to prehistory, and serves as a cornerstone of both ancient greek philosophy and most major world religions. Different individuals, different cultures, and different religions define it in different ways. The accepted treatment of women and attitudes toward slavery in different cultures and at different times in history provide prime examples of how what’s right can vary.

Many people would define ethics and morality as identical, but it is helpful to view them somewhat differently. Ethics are based on a set of social norms and/or logically coherent philosophical principles morality is based on a usually broader set of beliefs, religious and cultural values, and other principles which may or may not be logically coherent. John rawls, one of the most important ethical philosophers of the 20th century, makes a distinction between comprehensive moral systems, such as religions, which cover not only behavior, but such issues as humanity’s place in the universe, and less comprehensive systems, which cover the political, social, and/or economic spheres. Ethical leadership, at least for the purposes of this section, falls into the second category.

Some of the different ways that the term is defined: situational ethics. No one has any right to judge the ethics of another culture except on its own terms. Many professions – law, medicine, and psychotherapy are perhaps the most familiar, but the list is long and varied – have their own specific codes of ethics, which all members of those professions are expected to follow. Members of those professions are considered ethical in their practice if they adhere to the code of their profession. value based ethics. the assumption here is that everyone has a set of values she lives by. If you follow the rules – of your organization, your peer group, your culture, your religion, etc.

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None of the conceptions in this list is perfect, but these last two, in particular, have a glaring problem: not all value systems or rules reflect what is right, by most people’s definition. In the 1980’s, for instance, many people considered the ideas in robert ringer’s 1977 book, looking out for 1 – which explains human behavior in terms of selfishness and self preservation – to be an excellent foundation for a value system of self centeredness. In a more extreme case, hitler’s value system, which many germans adopted in the 20th century, glorified aryan supremacy, and resulted in the murders of millions of people.

Although the law is a set of rules, simply acting legally is not necessarily the same as acting ethically. Many actions that are in themselves not illegal – using other people emotionally, treating your employees as disposable objects – are nonetheless unethical by most standards. By the same token, breaking an unjust law – sitting in at a segregated lunch counter, for instance – could be supremely ethical. These are meant to be principles that most rational people can accept: honesty, justice, fairness, avoiding harm to others, taking responsibility for your actions, putting the greater good ahead of your own interests, etc.

There are problems with each of these conceptions, the main one for most of them still being the issue we started with: exactly what is right, and who defines it? at the same time, most of these ideas of ethics have their strong points as well, and those ideas can perhaps be incorporated into an ethical framework that isn’t so easily set out, but covers a broad range of situations. Just what constitutes the legitimate needs and standards of society, for instance, has been argued over for centuries, and is constantly changing as societies evolve. So, given that even the definition of ethics can be unclear, how do you ensure that your decisions and actions are ethical? again, there seem to be as many answers to this question as there are people willing to answer it.