SLC 300 (601) Fall 2024 Leading with an Ethical Perspective

In the article “What Are Your Values? Deciding What’s Important in Life” by Jonathan Hancock, it is underlined that “your values are the things that you believe are important in the way you live and work” (Hancock). This statement highlights how values serve as the foundation for our decisions and behaviors, acting as a compass to guide us through life’s complexities. As Hancock notes, identifying and prioritizing these values can ensure that our actions align with our sense of purpose and integrity (Hancock).

This article resonates deeply with my own experiences. I have often found that my values of hard work, empathy, and family-orientedness shape the decisions I make, both in personal and academic contexts. For example, when choosing to pursue a career in finance, I realized that these values aligned with the profession’s demand for ethical standards, dedication, and care for others. Hancock’s idea to consider moments of pride and fulfillment as a starting point in identifying core values led me to reflect on my accomplishments so far, especially through internships.

The article also allows for comparisons to larger social contexts. For example, the value of work-life balance, which is a shifting value according to Hancock, indicates the shift in societal values toward greater consideration for people’s mental health and well-being than for success defined solely in material terms. Other cultures or industries still consider competition and long hours more important than balance. This also reflects how values develop both at the personal level and across societies.

For my final DEJ post, I chose to pull from the supplemental material from this module about examples of core values. Many of these core values I often think about daily, however, there were a few which I have not considered before or have not considered in quite some time. One core value that I have not considered before is bravery. Bravery is a value that pushes leaders to reach their highest potential and achieve their goals. Bravery is something that great leaders embody as they are challenged and pushed out of their comfort zone. One leader from my personal life that comes to mind when considering bravery is my current boss My current boss overcame many challenges to get where they are in their career today and worked from the ground up to become successful and a strong leader of many. This was fueled by bravery as well as other values featured on the lists such as commitment, determination, and passion. It has been a great experience to work under this management and leadership thus far and I have been able to grow and learn from my boss’s style of leadership. I hope to continue reflecting upon my own individual leadership styles and values as well as those of others and gain more core values such as the ones mentioned on this list to become the best leader I can be. One of the greatest gifts we can give others is showing our ways of leadership and passion for what we do such as the example of my boss. I look forward to learning more about myself and my ethical values.

Core Values List with 500 Examples — Threads Culture

“The greatest difference lies in the MVO area of competence versus moral values, with more managers emphasizing a moral value orientation than previously”

Major League Baseball (MLB) leadership changes can be linked to this observation. Sign-stealing controversies and discussions about hiring policies’ diversity are just two of the many ethical issues MLB has had to deal with recently. The league’s leaders who place a high priority on moral values have spearheaded initiatives for increased openness and equity. For instance, MLB Commissioner Rob Manfred has implemented measures to overcome moral dilemmas, such as programs that encourage diversity and inclusion and harsher sanctions for rule infractions. The link illustrates how placing a strong emphasis on moral principles can promote a more equitable atmosphere and aid in restoring confidence. This is consistent with the study’s conclusions that stakeholder trust and leadership effectiveness can be strongly impacted by a move toward moral principles. In contrast to past times when success frequently placed a higher value on competence (such as performance and earnings) than on moral leadership, MLB’s emphasis on moral leadership reflects a broader societal shift across industries.

“As stated above, managerial leaders serve themselves and
others best when they are committed to a set of core values: leaders be clearer about what values they champion leader must effectively communicate their values clearly and meaningfully to key stakeholders and managerial need to ensure their action are in alignment with their espoused values the positive psychology approach also tells us that factors such as character strengths, optimism, and resilience can play significant roles in how goals are managed.” The remark highlights how crucial it is for leaders to embrace positive psychological traits like optimism and resilience while adhering to key beliefs, expressing them effectively, and acting in a way that is consistent with those principles. In Major League Baseball (MLB), where clubs flourish under values-driven leadership, this idea is especially pertinent. Theo Epstein, who was instrumental as an executive in ending two of baseball’s greatest championship droughts—the Chicago Cubs in 2016 and the Boston Red Sox in 2004—is a perfect example. Through a data-driven approach, Epstein’s leadership demonstrated a clear expression of principles like trust, perseverance, and teamwork. He demonstrated how coordinating leadership actions with values might result in historic achievement by building resilience in his teams during crucial playoff runs.

Similarly, despite the organization’s turmoil, Dusty Baker, the ex-manager of the Houston Astros, my team, has been praised for his ability to foster optimism and trust among his team members. His moral fiber and dedication to honesty contributed to the Astros’ improved performance and reputation.On the other hand, companies that don’t live up to their basic values—like the teams from the steroid scandal—highlight the dangers of misalignment and damaged stakeholder trust. MLB serves as an example of how team culture, performance, and long-term success can be influenced by the ideals and positive psychology of leaders.

“Research shows that for top management teams, groups that debate issues and that are diverse make decisions that are more comprehensive and better for the bottom line in terms of profitability and sales (Simons, et. al., 1999).”

The phrase highlights that management teams who are varied and focused on discussion create more thorough and lucrative judgments, which is highly relevant to contemporary sports enterprises. Diverse management teams frequently provide superior outcomes on and off the court in professional sports like the NBA. Teams like the Golden State Warriors, for example, have included a variety of viewpoints into their leadership structure, which has led to creative approaches in marketing, analytics, and player development. Generating decisions in sports involves more than simply generating money; it also involves improving team performance, fan interaction, and community effect. Whether to prioritize drafting young players or recruiting seasoned veterans are only two examples of the talent acquisition tactics that a diversified management team may discuss. Teams are more likely to discover well-rounded strategies that address both immediate performance and long-term sustainability when they promote discussion and draw from a range of viewpoints. This strategy differs from conventional, homogenous decision-making groups, which might not have the diversity of viewpoints required to handle intricate, multifaceted problems in the sports sector. Diverse leadership enhances decision-making and fortifies an organization’s cultural relevance and resilience, as seen in actual sports.

https://moodle-courses2425.wolfware.ncsu.edu/pluginfile.php/654251/mod_resource/content/2/Decision%20Making_Chap11_Principles%20of%20Managment.pdf

The concept described in the quote, “Another factor that may exaggerate the impact of moral intensity on moral judgment and behavior is the tendency of people to utilize simplifying heuristic principles to evaluate the likelihood of uncertain events.” The quote’s idea—that humans assess uncertain situations using simple heuristics—is extremely applicable to real-world decision-making, especially in high-stakes sectors. Many decision-makers in the banking and investing industries, for instance, relied on oversimplified models and presumptions on market risk and stability during the 2008 financial crisis. Because of these heuristics, they failed to consider the ethical and practical ramifications of authorizing dangerous financial products like subprime mortgages. These short cuts reduced the “moral intensity” of their choices by abstracting the real-world repercussions—foreclosures, job losses, and economic instability—into statistics and probabilities. This situation reflects the concept in the text: moral judgment can become distorted when heuristic reasoning lowers the anticipated chance of unfavorable events. Heuristics are both a useful tool and a possible ethical hazard since real-world judgments are confounded by ambiguity and time constraints, unlike the controlled environment of theoretical ethics. A significant distinction, though, is the scope of the impact: although the moral failings of an individual may have an impact on a small group of people, corporate actions based on simplistic assessments may have a significant impact on millions of people, highlighting the necessity of moral leadership.

The article “Needed: Leaders Who Inspire and Listen” published in Bizjournals underlines how crucial it is for leaders to display empathy and adaptability in order to respond to the requirements of a diverse set of workers. Moreover, it underlines that great leaders should place listening and the design of tailored strategies to motivate their employees at the very top of their list of goals. This is because listening is the most effective way to motivate employees.My memory is brought back to a time when I was in control of a volunteer group for a length of time or more. The establishment of trust and cooperation, which finally resulted in better outcomes, was brought about as a consequence of listening to the concerns of all individuals. This is quite similar to the book “The 7 Habits of Highly Effective People” authored by Stephen Covey, notably the habit that states, “Seek First to Understand, Then to Be Understood.” There are numerous similarities between this and the book. Both of these papers highlight the significance of listening as an essential component of good leadership. Listening is a fundamental component of strong leadership. In conclusion, the essay underlines the significance of leadership that is centered on listening and values in a range of situations, including personal, textual, and global settings. This approach, which is both flexible and compassionate, is becoming an increasingly important component in the context of the fast-paced situations that exist in the modern world.

James Weber examines in “Identifying and Assessing Managerial Value Orientations,” how management values have evolved over time, emphasizing in middle-level and top managers the change from competence-based values to moral-based values. ” Values are what make people who they are,” Hegel stated. They influence the decisions individuals make, the people they believe, the messages they pay attention to, and their time and energy expenditure. Changes in the environment, organizations, and society are driving moral concerns to take front stage in importance. Thinking of the book Leadership in Turbulent Times by Doris Kearns Goodwin, Weber’s speech inspires Past leaders in that book had to weigh strategic goals against moral responsibilities. Goodwin’s leaders displayed a growing moral orientation, much as those of Weber’s managers. This fit the demands of society for moral leadership at pivotal junctures. Weber’s studies complement reality as it is, including corporate social responsibility (CSR). Managers seem to regard morals more as businesses deal with ethical problems and growing public awareness. Values, according to Weber, define ethical environments and business culture. Two such are sustainability projects and the Sarbanes-Oxley Act. This study reveals how professional responsibilities and personal values are evolving with time, therefore indicating a greater cultural movement toward ethics in leadership. Knowing these influences will enable managers to decide more wisely on how to satisfy the demands of society and the company going forward.

The Triangle Business Journal’s Guest Column, “Needed: Leaders Who Inspire, Listen” was especially eye-opening and inspiring. The newspaper wanted column format was the perfect vessel for explaining the way an authentic leader leads.

An authentic leader honors people. To me, this means that you should lead with the members of your group or company first. You should take the time to get to know who you are working with to help them be the most effective. An authentic leader also provides meaning. I understand this to mean that the leader can help to infuse every decision with passion and understanding. Providing meaning is also helpful when you need to defend a decision you have made. This applies to both business and personal decisions. An authentic leader also listens. This is the most important attribute to me. Listening is so simple, but often in today’s culture we fail to slow down and listen to each other before making a quick judgment. Building trust is another attribute of an authentic leader. This goes hand in hand with listening. To build trust you must get to know someone which starts with listening to them. A good authentic leader is also vulnerable. Showing vulnerability is not a weakness. Knowing when to ask for help is powerful. A strong leader knows when to ask for help and be vulnerable. This also helps to build trust and comradery. Acknowledging others is another key attribute of an authentic leader. Valuing and recognizing the hard work of others will not only continue to motivate them but it will also inspire others to reach their full potential. An authentic leader will also provide a stake or help give the people around them ownership of the organization to foster a “we” mentality. All in all, the article described how to be an authentic leader which will make you a better more effective leader. It was specifically helpful because each point can be applied to your personal and professional life.

https://moodle-courses2425.wolfware.ncsu.edu/pluginfile.php/654268/mod_resource/content/1/Needed_Leaders_Inspire_Listen.pdf

The Willy Wonka Experience event in Glasgow described in the BBC article is reminiscent of the Fyre Festival scandal we learned about earlier in the semester. Billy McFarland and ​​Billy Coull both were very good at marketing. They failed to plan safe, legitimate events, but they masterfully leveraged the marketing for the events. They oversold a fantasy-like dream event that would be a once-in-a-lifetime experience. While Coull used artificial intelligence to create dream-like images of a false reality, McFarland did a similar thing, by inviting models to an unfinished beach. The viral marketing campaigns set the expectations of the events very high. With little regard for the safety and trust of the attendees, the two scammers proceeded to host the events without proper safeguards in place. McFarland used supermodels Bella Hadid, Emily Ratajkowski, and Allesandra Ambrosio, flashy music videos, viral social media posts, and people with established names in the music industry to sell his event. Coull used the popularity of Willy Wonka & the Chocolate Factory, Wonkathe film starring Timothée Chalamet, and artificially generated images to sell his event. Both men acted unethically and had to accept that they intentionally frauded people with the priority of making money. This violates virtue ethics and utilitarianism. Billy McFarland and ​​Billy Coull prioritized profit over people. Planning large festival-style events like the Willy Wonka Experience and Fyre Festival isn’t easy. McFarland and Coull had the opportunity to take a step back and plan legitimate events but chose to prioritize creating viral idyllic marketing campaigns instead. This is what led to the downfall of both events. The stunningly beautiful marketing campaigns created a higher expectation level which only increased the disappointment for attendees of both events.

https://www.bbc.com/news/uk-scotland-glasgow-west-68431728

https://www.cnbc.com/2019/08/18/how-fyre-festivals-organizer-scammed-investors-out-of-26-million.html