Irwin/McGraw-Hill The McGraw-Hill Companies, Inc. © 1999 Slide 7-1 Chapter 7 Ethics, Values, and Attitudes

Irwin/McGraw-Hill The McGraw-Hill Companies, Inc. © 1999 Slide 7-2 Chapter Goals  The goal of this chapter is to explore how leadership leads to ethical dilemmas where our ethics, values, and attitudes are directly involved.

Irwin/McGraw-Hill The McGraw-Hill Companies, Inc. © 1999 Slide 7-3 Ethics  Ethics are principles of right conduct or a system of moral values.

Irwin/McGraw-Hill The McGraw-Hill Companies, Inc. © 1999 Slide 7-4 Values  Values are “constructs representing generalized behaviors or states of affairs that are considered by the individual to be important.” (Gordon, 1975, p.2)

Irwin/McGraw-Hill The McGraw-Hill Companies, Inc. © 1999 Slide 7-5 Developmental Stages  Kohlberg theorized that people progress through a series of developmental stages in their moral reasoning:  The Preconventional Stage  The Conventional Stage  The Postconventional Stage

Irwin/McGraw-Hill The McGraw-Hill Companies, Inc. © 1999 Slide 7-6 Developmental Levels and Stages of Moral Reasoning - Preconventional level

Irwin/McGraw-Hill The McGraw-Hill Companies, Inc. © 1999 Slide 7-7 Developmental Levels and Stages of Moral Reasoning - Conventional level Cont.

Irwin/McGraw-Hill The McGraw-Hill Companies, Inc. © 1999 Slide 7-8 Developmental Levels and Stages of Moral Reasoning - Postconventional level Cont.

Irwin/McGraw-Hill The McGraw-Hill Companies, Inc. © 1999 Slide 7-9 Values can affect leaders in six different ways:  values affect leaders’ perceptions of situations and the problems at hand.  values affect the solutions generated and the decisions that are reached.  values influence how leaders perceive different individuals and groups.

Irwin/McGraw-Hill The McGraw-Hill Companies, Inc. © 1999 Slide 7-10 Values can affect leaders in six different ways:  values influence leaders’ perceptions of individual and organizational successes as well as the manner in which these successes are to be achieved.  values provide a basis for leaders to differentiate between right and wrong, and between ethical and unethical behavior.  values may affect the extent to which leaders accept or reject organizational pressures and goals. Cont.

Irwin/McGraw-Hill The McGraw-Hill Companies, Inc. © 1999 Slide 7-11 Attitudes  Attitudes have three components:  the ideational component concerns what the attitude is about.  the affective component concerns the feelings one has about those ideas.  the behavioral component concerns how people act in certain ways.

Irwin/McGraw-Hill The McGraw-Hill Companies, Inc. © 1999 Slide 7-12 Seven Fundamental Dilemmas that People of all Cultures Face  Source of Identity: Individual-Collective  Goals and Means of Achievement: Tough- Tender  Orientation to Authority: Equal-Unequal  Response to Ambiguity: Dynamic-Stable

Irwin/McGraw-Hill The McGraw-Hill Companies, Inc. © 1999 Slide 7-13 Seven Fundamental Dilemmas that People of all Cultures Face  Means of Knowledge Acquisition: Active- Reflective  Perspective on Time: Scarce-Plentiful  Outlook on Life: Doing-Being Cont.