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

This research examines how managerial value orientations (MVOs) have evolved over time, highlighting a shift in mid- to upper-level managers’ values over the past 20+ years. The study, using the Rokeach Value Survey, contrasts managers’ priorities from the late 1980s to early 2010s and finds a significant trend: managers today are more likely to prioritize moral values over competence-based values. The findings underscore the critical role of values in shaping managerial behavior, organizational culture, and ethical climates, reinforcing their importance in decision-making processes, especially during times of global and organizational turbulence. This shift toward moral values in managerial decision-making can be directly tied to contemporary trends in the business world, such as the increasing emphasis on Environmental, Social, and Governance (ESG) criteria. Companies like BlackRock and other global firms are doubling down on ESG initiatives, reflecting a broader cultural and generational shift toward values-driven leadership. Similarly, the rise of stakeholder capitalism—where businesses are judged not just by profits but by their contributions to society, employees, and the environment—aligns with the study’s findings of managers valuing ethics and moral responsibility more today than in the past. The study’s implications are particularly relevant in the wake of corporate scandals, where leadership’s moral failings have often been at the center of controversy. For example, the recent focus on ethical leadership in the aftermath of the FTX collapse highlights the need for leaders who prioritize integrity over purely technical competence. It also sheds light on how organizations are rethinking their leadership development programs to ensure alignment with modern ethical and cultural expectations.

ames Weber’s study on Managerial Value Orientations (MVO) provides valuable insights into how managerial values have shifted over the past few decades, comparing values from the late 1980s to the early 2010s. The research utilizes the Rokeach Value Survey (RVS) to assess how managers prioritize terminal values (end goals) and instrumental values (means of achieving those goals). The findings challenge the assumption that managerial values remain relatively stable across generations. Specifically, the study reveals that managers from the 2010s place more emphasis on moral values, such as ethical decision-making and social responsibility, compared to their counterparts from the late 1980s, who focused more on competence-based values like performance and achievement. This shift reflects broader societal changes, such as the increasing importance of corporate social responsibility and the demand for ethical leadership in business.

Weber builds on prior research, such as Oliver’s 1999 study, which suggested that managerial values remain stable despite changes in the business environment. However, Weber’s findings indicate that values can evolve across generations, driven by factors like societal shifts, economic pressures, and technological advancements. The study’s results show that while values may be stable over time, they can change in response to external influences, such as the rising emphasis on ethical leadership in the corporate world. The research highlights the evolving nature of managerial priorities and suggests that the values managers prioritize can play a crucial role in shaping organizational culture and leadership practices.

Weber’s methodology involved two similar manager samples: one from the late 1980s and one from 2011 to 2013. Both samples were comparable in demographic characteristics, such as being predominantly white, male, and middle-to-upper-level managers from the manufacturing and financial industries. This consistency ensures that the observed differences in values can be attributed to generational shifts rather than other demographic factors. Additionally, Weber used a rating system for the RVS, as opposed to the original ranking method, to make the results more reliable and avoid cognitive overload for participants. This adjustment allowed managers to rate the importance of each value, providing a clearer picture of how values influence their decision-making.

Modern organizations face significant challenges due to cultural diversity, societal changes, and technological advancements. The concept of value-based leadership (VBL), as discussed by Badri Shatalebi and Mohammad Hossien Yarmohammadian, offers a framework for addressing these issues by emphasizing shared values and ethical decision-making. VBL seeks to balance organizational goals with the individual needs and values of employees, fostering a positive and productive work environment.

Organizations often struggle with the “employees’ diversity puzzle,” where leaders must align diverse individuals with organizational objectives. Unlike traditional leadership models that rely on hierarchical control, VBL focuses on creating a unified culture based on common values. This approach allows leaders to manage individual differences while promoting shared goals.

VBL centers on guiding employees through a value system that emphasizes values such as truthfulness, justice, and creativity. Leaders foster an environment where open communication and ethical decision-making thrive, creating a culture where employees feel valued and motivated. By aligning personal and organizational values, VBL enhances both employee satisfaction and productivity.

The article highlights VBL’s relevance in institutions like universities, which face pressures from globalization and technological change. In these environments, VBL provides a practical leadership model that helps create a cohesive culture, enabling organizations to thrive in a rapidly evolving world.

I would like to make a text-to-self connection based on the information that I learned in the source, “Value based leadership paradigm.” In this source, the proposed model reminded me of the topics I learned about in another class (COM 466). In this class we explore leadership challenges over the course of the semester and use those challenges to define problems and cultivate action steps to create innovation or needed change. In the model, it connects values and mission, duties, commitment and human relations. This reminds me of how I explored the importance of aligning missions, methods and resources. When the model is broken down more specifically, the final model embedded in this source, shows how each topic has necessary branches, and related components that make this leadership approach work and flow properly. This relates to what I am learning in the COM 466 class because we explore how organizations need to:

1. Aligning mission, methods, and resources
2. Earning the public trust
3. Balancing individual interest and the common good
4. Capitalizing on opportunities associated with diversity.
5. Moving beyond charity to systemic change

These leadership challenges bring to light the areas that are necessary to focus on in order to have an organization successfully led. What I have learned in this class through these challenges relates to the leadership components defined in both the proposed and more specifically the final model. In the conclusion section of this source, it is concluded that the behavioral patterns among organizations are controlled through the models. I see the same control over the organizations I have analyzed in the COM 466 class!

VBL Paradigm.pdf

The article from Module 7: “Strong Ethics Provide Guidance” highlights that faith, moral character, and answerability are all key foundations of effective leadership. These principles are needed in order to host a positive, productive environment, and I experienced all of them firsthand during my internship as a pharmaceutical sales representative for CSI Pharmacy. Throughout my time at CSI Pharmacy, ethical leadership was at the core of everything I learned. My supervisor was always accessible, providing clear direction and addressing any questions to guarantee each sale proceeded seamlessly. She trusted us with important responsibilities and encouraged us to take initiative, experiment, and learn from my own first hand experiences. This approach taught me to grow professionally, and her commitment to ethical leadership helped create an encouraging, team-oriented environment. Honest feedback was crucial to our development, and the trust and respect between everyone on the team played a significant role in our success. In the pharmaceutical industry, where trust is a main component of building relationships with healthcare professionals, my supervisor’s transparency and integrity shaped my approach to client interactions. She emphasized the importance of open, honest communication, which helped us maintain credibility and establish strong, lasting relationships with clients. Her leadership not only guided us through the challenges we faced but also reinforced the significance of upholding ethical standards in every professional decision. My experience at CSI Pharmacy strengthened my knowledge on how ethical leadership builds a strong, successful team. An environment that prioritizes integrity cultivates trust, teamwork, and development, which are crucial for achieving lasting success in any profession.

Source: https://moodle-courses2425.wolfware.ncsu.edu/pluginfile.php/654267/mod_resource/content/1/Strong_Ethics_Provide_Guidance.pdf

The article “Needed: Leaders Who Inspire, Listen” showcases the growing demand for leaders who inspire at a deeper level and build authentic connections with their teams. It outlines the needed traits of an effective leader, such as respecting and valuing others, actively listening, instilling purpose, and creating an environment where individuals feel safe and appreciated. These qualities are especially critical in today’s society, where people often feel overlooked or overwhelmed by constant demands. This perspective deeply connects with my experience at Kidsport Gymnastics Academy. As a coach, I’ve seen how genuine leadership can transform not just a team but the environment as a whole. Our director consistently models these principles by celebrating every athlete’s progress, whether big or small, and hosts open communication among the coaching staff and parents. For instance, when we are faced with challenges during classes, our director listens carefully to feedback from coaches and the gymnasts, making sure everyone feels heard and understood. This approach not only builds trust but also encourages us all to give our best. Similarly, at Kidsport, I’ve seen how empathetic leadership inspires confidence in the gymnasts, helping them achieve both personal growth and team success. Leadership isn’t about having all the answers; it’s about listening, supporting, and motivating others to reach their potential. At KidSport Gymnastics Academy, these values guide us every day, reminding me how vital authentic leadership is to building a positive and impactful community

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

My Final DEJ Post comes from the article in Module 7 from Triangle Business Journal; Needed: Leaders Who Inspire, Listen. The article provides a unique perspective on the type of leadership that is vital, needed, and often lacking. Within the article, American Express CEO, Ken Chenault, and his leadership during 9/11 are mentioned. The article details that although his leadership was powerful and what was needed at the time, we often forget about some of the most powerful leadership and the most needed. This stems from leading with our values. Along with leading with our values, good leaders are also listeners, are vulnerable, provide meaning, and build trust. These aspects of leadership are often ones neglected or looked over. However, when considering the type of leader I would like to follow or work under, this describes them perfectly. We are often in a world/environment where leadership is helpful on such a coveted platform that is admired for strength, toughness, and even competitiveness to get there. However, this article provided the perspective that a value based approach to leadership is what is desired and crucial for effective leadership. One leader I have seen embody the attributes listed above is one of my current coworkers who helps to manage our team. She consistently leads with her values and always has a listening ear, builds trust, and honors everyone on the team for their contributions and hard work. It has been a great opportunity to work alongside her, learn from her leadership skills, and see her value based leadership in action.

Source:

Triangle Business Journal – Needed: Leaders Who Inspire, Listen

For Module 7, the readings shared with us were very insightful in various ways. This module has brought to light the depths of leadership within organizations and the different scenarios that leaders encounter. The reading I chose to look at for this post comes from Science Direct and is the article titled Value based leadership paradigm. This article provides a look into the challenges leaders face especially in leadership in organizations of large groups of people. The article especially highlights the diverse backgrounds individuals come from and how this affects work in teams and overall cohesiveness. Given diverse backgrounds of culture, academics, work styles, and even personalities this can often pose a challenge for leaders to maintain an efficient and effective working environment. The article details that value based leadership is often the best way to overcome these challenges. One of the key points made is the value of adaptability. Adaptability is a value that I have seen many of my peers in college grow to take on in their set of leadership values. The time in my undergraduate career thus far has posed exciting challenges in leadership settings. These challenges typically consist of the difficulties discussed in the article of effectively and efficiently leading diverse groups of people. With the value of adaptability, I have been able to learn how to overcome this challenge and have seen growth in my leadership because of this value. I look forward to continuing growing in my adaptability and what is to come in my leadership journey as I embark on my professional career shortly.

Source:

Value Based Leadership Paradigm – Badri shatalebia , Mohammad Hossien Yarmohammadian – Science Direct

Module one was a great introduction to ethical leadership and leading with values. One of the readings that sparked my interest comes from Ted Myers and his Forbes feature on Top 10 Qualities That Make A Great Leader. One quality that I wanted to focus on is the quality of delegation. This is a quality that I think stems greatly from the ethical values of individuals. With delegation, it is crucial that leaders embody a sense of integrity, responsibility, and overall regard for the common good of their team. This results in the proper delegation of tasks and minimizes too much power residing in one leader of top executives. Delegation, as mentioned in Myer’s article, is a powerful tool for creating organization and efficiency. Delegation implements a unique sense of collaboration and cohesiveness which is vital to have a proper team and leader. One example of this that I have seen in my life has been within one of my leadership positions at NC State. In my junior year, I held the position of recruitment chair for the Textile Student Advisory Board. With this position, I have to learn the art and importance of delegation. As someone who often likes to work collaboratively, yet ensure proper completion of tasks, this was a new challenge I had to take on. Once I learned the importance of delegation, especially within a group of my peers, we had an efficient and effective recruitment process and gained the most new members of SAB to date.

Source:

(4) Forbes – Top 10 Qualities That Make A Great Leader | LinkedIn

In the guest column, Strong Ethics Provide Guidance in Triangle Business Journal, the author emphasizes that in the midst of turbulence, ethical leadership provides anchoring influence, just like a lighthouse to guide a ship to safety through troubled waters. The article claims, “Ethical leadership reminds us we are all ethical leaders who can speak up, support others, and hold people accountable for behavior that fails to point out the sacrosanct principles of respect, trust, honor, dignity, integrity, and responsibility” (Triangle Business Journal). It is an ethical foundation that, in particular during times of hardship, establishes the workplace as one in which respect and common values create a caring culture.

I was able to relate some of the concepts presented in this article to my own work environment. I have had the privilege of witnessing ethical leadership in action within my fraternity here on campus; our president exemplifies many of these principles. He makes each member of the fraternity feel valued and appreciated because open communication is always encouraged and he hears all of our voices.

Today, ethical leadership holds a deeper meaning since any kinds of social and political issues may also spill into the workplace and create divisiveness. One great example of how ethical leadership can make a difference around the world can be viewed with organizations that truly promote diversity and inclusion, such as Ben & Jerry’s. Supporting social justice and embedding ethical values into business operations fortifies a message of unity and respect. Unlike companies that have a profit-oriented rationale only, ethical-led companies remind their employees and the public of something bigger than themselves, namely, that well-principled actions can make a difference.