1. Ethical Leadership and Followership
Chapter 11

2. “When morality comes up against profit, it is seldom that profit loses
Shirley Chisholm

3. Ethics
Refer to standards of moral conduct, to judgments about whether human behavior is right or wrong

4. Ethical Challenges Challenge of Deceit Challenge of Responsibility
Challenge of Power
Challenge of Privilege
Challenge of Loyalty
Challenge of Consistency

5. Challenge of Deceit
Lies – messages designed to make others believe what we ourselves do not believe
Leaders practice deception
When to reveal information
How leaders get information

6. Challenge of Deceit Lie, particularly for selfish ends
Use information solely for personal benefit
Deny having knowledge that is in their possession
Gather data in a way that violates privacy rights
Withhold information that followers legitimately need
Share information with the wrong people
Put followers in moral binds by insisting that they withhold information that others have a right to know

7. Challenge of Responsibility
Leaders set the tone
Most have ethics officers, policies and procedures concerning ethics
Responsible leaders:
Acknowledge and try to correct problems
Admit that they have duties to follow
Take responsibility for consequences of their orders and actions
Take reasonable steps to prevent crimes and other abuses by followers
Hold themselves to the same standards as their followers

8. Challenge of Power Leaders decide on power usage
Is it ever appropriate for a leader to insist that a follower behave in a way that he or she finds unacceptable?

9. Challenge of Privilege
Leadership positions are associated with social and material rewards
CEO compensation/golden parachutes

10. Challenge of Loyalty Leaders owe loyalty to many different groups
May have some conflict between the groups
Selfish concerns vs needs of others

11. Challenge of Consistency
Leadership behavior varies
Act fairly and equitable

12. Components of Ethical Behavior Model
Moral sensitivity
Moral judgment
Moral motivation
Moral action

13. Moral Sensitivity Recognizing that our behavior impacts others
Identifying possible courses of action
Determining the consequences of each possible strategy

14. Moral Judgment
Deciding which course of action identified in the first component is the right one to follow

15. Moral Motivation The desire to do the right thing
Ethical behavior occurs when values take precedence over other considerations

16. Moral Action
Implementation stage of the model
Obstacles

17. Ethical Behavior Model
May not occur in order
Ethical failure
Can increase our ethical competence
education

18. Ethical Perspectives Kant’s Categorical Imperative Utilitarianism
Virtue Ethics
Communitarianism
Leaders as Servants

19. Kant’s Categorical Imperative
Categorical- without exception
Individuals ought to do right regardless of the consequences
Standard – “Would we want everybody to make the same decision we did?

20. Utilitarianism Ethical choices should be based on their consequences
Best decisions
Generate the most benefits as compared to their disadvantages
Benefit the greatest good for the greatest number of people
Leaders weigh outcomes
Identifying and evaluating consequences can be difficult
Different leaders may reach different conclusions even when facing the same dilemma

21. Virtue Ethics
Highlights the role of the person or actor in ethical decision making
Ideal leader definition
Seek to develop a description of the ideal person
Identify the character of this ethical prototype
Virtues of the ethical leader
Deep-rooted dispositions, habits, skills or traits of character that incline persons to perceive, feel and act in ethically right and sensitive ways
Development of high moral character
Virtues are acquired through observation and imitation
Story telling to illustrate and reinforce ethical values

22. Communitarianism
Goal is to build strong, moral, communities that foster the development of ethical character
Be less concerned about our individual rights and more concerned with our collective responsibilities
Staying informed about public issues
Becoming active in community affairs
Working with others on common projects
Caring for the less fortunate
Cleaning up corruption
Urging families to provide moral education

23. Communitarianism
Civic community – the networks and norms that are created when citizens actively participate in public life
A new perspective
Addresses dangers of individualism
Better balance between individual rights and collective needs
Urges a collaborative approach
Critics
Leads to erosion of individual rights

24. Leaders as Servants Leadership that puts the followers first
Foundation
Concern for people
Stewardship
Equity or justice

25. Leaders as Servants Indebtedness Right to be needed
Right to be involved
Right to a covenantal relationship
Right to understand
Right to affect one’s own destiny
Right to be accountable
Right to appeal
Right to make a commitment

26. Leaders as Servants
Self understanding

27. Courageous Followership
Courage to assume responsibility
Courage to serve
Courage to challenge
Courage to participate in transformation
Courage to leave

28. “That you may retain your self-respect, it is better to displease the people by doing what you know is right, than to temporarily please them by doing what you know is wrong.”
William J. H. Boetcker