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

I would like to make a text-to-text connection between the article on the world’s most reputable CEOs. In this article I found it interesting that it highlighted the importance of corporate responsibility and how that is such a contribution to the success of the CEOs in today’s world. The article states, “There was a time and a place when it was good enough for leaders to deliver on financial performance, new products and innovative agendas, but that paradigm has changed,” he explains. “Social responsibility, employee responsibility and environmental responsibility.” I think it is interesting to see how priorities have changed, and the people of each generation are behind this change all because of their decision to support/engage in the company/business or not.

This article reminded me of another article I read called “A New Era in Corporate Responsibility.” This article highlights how times have changed, and this has caused companies to refine their missions and how they present themselves to the public eye. An interesting statistic says, “87% will purchase a product because a company advocated for an issue they cared about.” I think this speaks to this generation and how we have become empowered to share and advocate for what we want to see in this world, and this has led to a shift in how companies appeal to us. I am curious to explore more into this to determine the ethics behind the choices of this generation and how that influences the marketing and missions within certain companies. How honest are the missions and visions of the companies we know and love. Is it for appeal?

The World’s Most Reputable CEOs 2019 (forbes.com)

A New Era in Corporate Responsibility (shrm.org)

I would like to make a text-to-self connection from the article associated with the Hot Topic Headline for this module. In this article is speaks consistently of the chemicals that the people in the area have to interact with/are in danger because of the presence of the chemicals. I think it is interesting that the article asks, “The biggest question remaining is what, if anything, is still being released from the site, first and foremost,” said Peter DeCarlo, an environmental health professor at Johns Hopkins University. “If there are still residual chemical emissions, then that still presents a danger for people in the area.” This is an interesting question by DeCarlo because what we cannot see, we are unsure of the risks, and it is a dangerous game to play with risks like chemicals. It is interesting how natural disasters really do begin to beg the question of how people respond and ethically respond both personally, in the community, and on a larger scale (state/government response). On a personal note, my house caught on fire a few weeks ago and my family couldn’t stay there because of the chemicals involved in the fire. My family analyzed the responses of the neighbors, community, insurance companies, family members, etc. Seeing how they responded to the unexpected disaster was interesting. I also think it is noteworthy to share how my family responded to their safe call to move back in. Although they had the go ahead to move back into the house after it was cleaned and examined for chemicals, they weighed the risks/benefits and chose to stay in a hotel for a few more days until they felt safe and comfortable to move back in.

East Palestine residents wonder whether it’s safe to return after derailment – The Washington Post

Scott Lichtenstein, in his article “The Role of Values in Leadership: How Leaders’ Values Shape Value Creation,” reinforces that thought when he says, “The values of the leaders influence decision-making processes and eventually mold the culture and values of the organizations” (Lichtenstein, 2012, p. 2). This quote has been a sort of reflection for me on what values mean in my life. Through my experiences, I have realized that the values passed on by my family and mentors have played a major role in my decision-making processes, both academically and interpersonally. For example, the importance of integrity has led me to be truthful with others; thus, people develop trust in me.

In the broader perspective, Lichtenstein’s views remind me of the debates taking place in the world regarding corporate leadership. Examples of high-profile cases showing how the implementation of weak values leads to resounding disasters abound, including the destruction of major corporations through illegal unethical practices. When leaders choose to put profit before integrity, they harm not only their organizations but also the communities they serve. This also somewhat resembles the article, where strong-value leaders create an environment that nurtures good ethics and social responsibility.

While the article offers insight into some of the very positive results of value-led leadership, reality often shows a more nuanced picture. Where many leaders may espouse values, few consistently live them, engendering skepticism in employees and stakeholders. This inconsistency undercuts positive benefits of value-based leadership that are clearly and positively correlated in Lichtenstein’s analysis.

https://moodle-courses2425.wolfware.ncsu.edu/pluginfile.php/654205/mod_resource/content/2/Lichtenstein_Role_of_Values_in_Leadership.pdf

According to the Encyclopedia of Business Ethics and Society, Ethical Role of the Manager, it has been said that “managing and leading can be said to be inherently ethics-laden tasks because every managerial decision affects either people or the natural environment in some way” (p. 1). The above quote is meant to help bring about the importance of ethical decision-making, first and foremost not only to the direct stakeholders but also to society and the environment. That does strike a deep part within me, thinking of some leadership role I once held in a student organization. I vaguely recall the many decisions I needed to make in event planning and in team management-small ones at that time-but they seemed to come full circle with implications for my peers as far as their feelings over their importance in that group dynamic went. It reminded me that all decisions, no matter how minute they are, have ethical consequences and impacts on people and the community in general.

This text also pertains to wider, more realistic contexts. For example, decisions about ethical dilemmas many companies still face today actually mirror what this text has to say. Consider, for instance, companies that have to make decisions on sustainability practices. Economically, a business would need to weigh the benefits of lower costs against the ethical responsibility to reduce environmental damage. While the text reminds one that a proper balance of “rights and duties” must be considered along with utilitarian principles, businesses also must consider the “greatest good” and their duty concerning environmental sustainability (p. 2).

https://moodle-courses2425.wolfware.ncsu.edu/pluginfile.php/654207/mod_resource/content/1/Ethical_Role_of_the_Manager.pdf

In “It’s How Leaders Behave That Matters, Not Where They Are From,” Barry Z. Posner emphasizes that a leader’s effectiveness is more dependent on their behaviors than their geographical or cultural background. He argues that “effective leadership behaviors are not confined to a specific culture or country” (Posner, 2013, p. 574). This highlights that while leadership styles may differ due to cultural nuances, the core behaviors that drive effective leadership are universally impactful. Reflecting on my own experiences with diverse teams, I’ve observed that successful leaders earn trust through their actions rather than their origins. This insight parallels the concepts presented in The Leadership Challenge by Kouzes and Posner, which also emphasizes the universality of effective leadership behaviors through their “Five Practices of Exemplary Leadership.” Both texts underscore the significance of actions like modeling the way and enabling others to act qualities that transcend cultural boundaries. Moreover, this article aligns with global leadership trends in multinational corporations such as IBM and Microsoft. Leaders in these organizations thrive because they prioritize universally respected traits, including transparency and collaboration. For instance, in today’s interconnected world, a leader in the U.S. can effectively apply the same principles to guide teams in India or Europe with minimal adjustments, just as Posner suggests. Overall, these insights reinforce the idea that effective leadership is defined by consistent behaviors and actions rather than cultural origins. Embracing this perspective not only enhances my understanding of leadership but also inspires me to cultivate these qualities in my own leadership practice.

Source: https://moodle-courses2425.wolfware.ncsu.edu/pluginfile.php/654208/mod_resource/content/1/Posner_Its_How_Leaders_Behave.pdf

In the article “Moral Person and Moral Manager,” I gained insights into two essential dimensions of ethical leadership, along with strategies for its development and the challenges it entails. A diagram on page four highlights the foundational pillars of ethical leadership, which really resonated with me. Reflecting on my own experiences, I’ve often identified with the concept of a Moral Person. In various jobs, I’ve had to engage openly and communicate effectively with colleagues, even when our connections were not strong. By embracing the traits of a Moral Person, I’ve built valuable relationships within my industry, creating a supportive network that I can turn to for help when needed. As a leader, I have also embodied the principles of a Moral Manager. I aimed to set a positive example for my team, instilling high standards and clarity regarding expectations. This approach fostered a supportive environment, allowing me to demonstrate the qualities of a moral manager effectively. The article also discusses the challenge of sharing our values as ethical leaders, particularly the difficulty of maintaining these values amidst various standards we must follow. I’ve witnessed effective senior leadership in my own experience, particularly under a respected leader who guided our team toward success. Although we faced numerous challenges, these experiences provided invaluable opportunities for learning and growth. Ultimately, establishing clear expectations and adhering to ethical guidelines are crucial for achieving our goals. By embodying these moral principles, we can create the environment necessary for success and foster a culture of integrity within our teams.

Source: https://moodle-courses2425.wolfware.ncsu.edu/pluginfile.php/654206/mod_resource/content/1/Trevino_Moral_Person_Moral_Manager_Ethical_Leadership.pdf

In the article “Moral Person and Moral Manager”, I learned two dimensions of ethical leadership, strategies for development, and challenges for ethical leadership. On page four, there is a diagram that shows the two pillars of ethical leadership. I have experienced Moral Person as I have been in jobs that I have had to be open and communicate with peers I did not have a strong connection with. Having the traits of a moral person has allowed me to gain connections with peers in my industry, and have an environment of people to go to if I need help with anything. Moral Manager I have used when I have had to set an example for a team I was in when I was leading. I wanted our team to have high standards as I knew what was expected to be done. Having a supportive environment allowed me to show attributes of a moral manager to my team. On page twelve, we learned about sharing our values as an ethical leader. In this, it mentioned it is difficult to maintain as there are many standards that you have to follow. I have experienced senior leadership as I have been under a team where I had a leader who had a higher role than all of us who led us to success. There were many challenging factors along the way, but it allowed me and my team to learn from our mistakes. Overall having clear expectations for a team and following the guidelines will allow you to make it to the finish line. Using these morals will create an environment that is needed to be successful.

https://moodle-courses2425.wolfware.ncsu.edu/pluginfile.php/654206/mod_resource/content/1/Trevino_Moral_Person_Moral_Manager_Ethical_Leadership.pdf

In the article “Ethical Role of the Manager”, I learned more about ethical leadership, ethical decision making frameworks, and moral development. While reading about ethical leadership on page one, I could connect to it in many ways. When working in a team you have to have integrity, honesty, and trustworthiness. I had a job last semester with the football team in recruiting which I got to see a lot of those traits. While working with your department, you had to work together to get the job done that was assigned whether you enjoyed it or not. As one big team we would have to communicate with each other and show honesty with each other for different challenges that we had to face. We had to gain each other’s trust individually as we would randomly be assigned to work together on game days. On page four and, moral development was talked about. This brought up the codes of conduct, and gave an example of large corporations using it. This was used during recruiting as we had to understand how important it was talking to our recruits that came in as we wanted to give them the most honest answers we could. Transparency was used as we wanted to make it clear what our program could offer to the player and what some expectations would be. Showing these attributes can enhance the program’s reputation and allows potential growth for the recruits. Recognizing ethical leadership and frameworks in a workplace will improve relationships with your peers and can create a positive work environment for those around you. 

​​https://moodle-courses2425.wolfware.ncsu.edu/pluginfile.php/654207/mod_resource/content/1/Ethical_Role_of_the_Manager.pdf 

In It’s How Leaders Behave That Matters, Not Where They Are From by Barry Z. Posner, the author explores how leadership behaviors rather than geographical or cultural origins influence a leader’s effectiveness. According to Posner, “leadership practices varied across countries but within countries, their impact was the same” (Posner, 2013, p. 574). This shows that while leadership styles may look different due to cultural nuances, effective leadership behaviors are universally impactful. This article reminds me of experiences working with diverse teams across different cultures. I’ve noticed that good leaders, regardless of their background, inspire trust by their actions rather than their origin. This discussion reminds me of the ideas presented in The Leadership Challenge by Kouzes and Posner, where they also stress the universality of leadership behaviors through their “Five Practices of Exemplary Leadership.” Both texts underscore the importance of actions like modeling the way and enabling others to act, which transcends cultural boundaries. The article connects with the global leadership trends seen in multinational corporations like IBM or Microsoft. Leaders in these organizations succeed because they focus on universally respected traits like transparency and collaboration. For example, in a globalized world, an effective leader in the U.S. can use the same principles to lead teams in India or Europe with minimal adaptation, just as Posner suggests. 

Posner, B.Z. (2013). It’s How Leaders Behave That Matters, Not Where They Are From. Leadership & Organization Development Journal, 34(6), 573-587.​

In Moral Person and Moral Manager: How Executives Develop a Reputation for Ethical Leadership, Treviño, Hartman, and Brown emphasize that ethical leadership is built on two pillars: the moral person and the moral manager. A moral person is someone who consistently displays honesty, trustworthiness, and integrity. The moral manager, on the other hand, actively promotes ethical behavior in the organization by role modeling and establishing a clear ethical vision (Trevino, Hartman, & Brown, 2000, p. 128). The concept of a moral person and manager reminds me of The Leadership Challenge by Kouzes and Posner. Both texts emphasize the role of leadership in setting the ethical tone for the organization. However, Treviño et al. focus more on the distinction between internal ethical traits and external ethical actions, while The Leadership Challenge centers on inspiring and enabling others to act in a shared vision. The framework Treviño and colleagues describe can be seen in real-world ethical scandals, like the Volkswagen emissions case. In that instance, the lack of a “moral manager” who enforced ethical behavior throughout the organization led to widespread unethical practices. This reinforces the article’s point that ethical leadership must be both internal and actively managed to avoid moral lapses in large organizations. This discussion of ethical leadership reminds me of a coach who was transparent about their decisions and frequently discussed the importance of ethical practices in our team meetings. This aligned with the article’s notion of a leader who not only acts ethically but encourages others to do the same, creating an ethical work environment.

Trevino, L., Hartman, L., & Brown, M. (2000). Moral person and moral manager: How executives develop a reputation for ethical leadership. California Management Review, 42(4), 128.