Courage and Moral Leadership

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Presentation transcript:

Courage and Moral Leadership Chapter 6 Courage and Moral Leadership

Chapter Objectives Combine a rational approach to leadership with a concern for people and ethics. Recognize your own stage of moral development and ways to accelerate your moral maturation. Apply the principles of stewardship and servant leadership. Know and use mechanisms that enhance an ethical organizational culture. Recognize courage in others and unlock your own potential to live and act courageously.

Ex. 6.1 Comparing Unethical Versus Ethical Leadership The Unethical Leader Is arrogant and self-serving Excessively promotes self-interest Practices deception Breaches agreements Deals unfairly Shifts blame to others Diminishes others’ dignity Neglects follower development Withholds help and support Lacks courage to confront unjust acts The Ethical Leader Possesses humility Maintains concern for the greater good Is honest and straightforward Fulfills commitments Strives for fairness Takes responsibility Shows respect for each individual Encourages and develops others Serves others Shows courage to stand up for what is right

Ex. 6.2 How to Act Like a Moral Leader Develop, articulate, and uphold high moral principles. Focus on what is right for the organization as well as all the people involved. Set the example you want others to live by. Be honest with yourself and others. Drive out fear and eliminate undiscussables. Establish and communicate ethics policies. Develop a backbone – show zero tolerance for ethical violations. Reward ethical conduct. Treat everyone with fairness, dignity, and respect, from the lowest to the highest level of the organization. Do the right thing in both your private and professional life – even when no one is looking.

Moral Leadership Distinguishing right from wrong and doing right; seeking the just, honest, and good in the practice of leadership

Ex. 6.4 Three Levels of Personal Moral Development Postconventional Follows internalized universal principles of justice and right. Balances concern for self with concern for others and the common good. Acts in an independent and ethical manner regardless of expectations of others. Level 2: Conventional Lives up to expectations of others. Fulfills duties and obligations of social system. Upholds laws. Level 1: Preconventional Follows rules to avoid punishment. Acts in own interest. Blind obedience to authority for its own sake.

Ex. 6.5 Continuum of Leader-Follower Relationships Stage 1 Control Stage 2 Participation Stage 3 Empowerment Stage 4 Service Whole employees Active Authoritarian manager Leader Participative manager Self-responsible contributors Team players Stewardship-empow. leader Follower Servant leader Passive Obedient subordinates Control Centered in the Leader/Organization Control Centered in the Follower

Stewardship A belief that leaders are deeply accountable to others as well as to the organization, without trying to control others, define meaning and purpose for others, or take care of others.

Servant Leadership Leadership in which the leader transcends self-interest to serve the needs of others, help others grow, and provide opportunities for others to gain materially and emotionally

Courage The ability to step forward through fear

Whistleblowing Employee disclosure of illegal, immoral, or unethical practices in the organization