15000 words for bussiness managements assignments

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Week Five

Emotional intelligence, values and ethics

Leadership for SMEs

LD9616

Session Objectives

To understand the concept of emotional intelligence and its connection to leadership characteristics

To reflect on the findings of the emotional intelligence questionnaire

To discuss the concept of values and how ours might differ from others

To reflect on the findings of the wheel of life exercise

To discuss the concept of ethical leadership as a ley factor in busines sustainability

Characteristics of a modern leader

Goleman (2002) suggests a modern day leader should possess the following characteristics:

Visionary

Coaching

Affiliative

Democratic

Pacesetting

Commanding

Five Essential Elements of Leader Effectiveness

Development of collective goals and objectives

Instilling in others an appreciation of the importance of work activities

Generating and maintaining enthusiasm, confidence, optimism, cooperation, and trust

Encouraging flexibility in decision making and change

Establishing and maintaining a meaningful identity for an organisation

Emotions in leadership, getting in the way of rationality

Simple to motivation theories ignoring the effects of workers’ emotions

Moods: pervasive and generalised feelings, low-intensity

Emotions: high-intensity feelings, linked to specific events

Rational decision-maker? Importance of feelings in making good decisions

Analysis vs making a choice

Source: Https://enterprisersproject.com/article/2019/6/emotional-intelligence-10-tips-masters

Emotional Intelligence

What is Emotional Intelligence?

“Emotional Intelligence is the ability to perceive emotions, to access and generate emotions so as to assist thought, to understand emotions and emotional knowledge, and to reflectively regulate emotions so as to promote emotional and intellectual growth” (Mayer and Salovey, 1997).

“Anyone can become angry – that is easy. But to be angry with the right person, to the right degree, at the right time, for the right purpose, and in the right way – that is not easy” (Aristotle, around 350BC).

According to Goleman (1998) the most effective leaders are alike in one crucial way: they all have a high degree of what has become to be known as emotional intelligence.

EI involves: the ability to perceive accurately, appraise and express emotions; the ability to access and/or generate feelings when they facilitate thought; the ability to understand emotion and emotional knowledge; and the ability to regulate emotions to promote emotional and intellectual growth (Mayer and Salovey 1997)

The capacity for recognizing our own feelings and those of others, for motivating ourselves, and for managing emotions well in ourselves and our relationships. An emotional competence is a learned capability based on EI that contributes to effective performance at work. (Hay McBer)

Not innate talents but learned abilities

No fixed formula for success

Salovey and Taylor (1990) defined emotional intelligence

“type of social intelligence that involves the ability to monitor one’s own and other’s emotions, to discriminate among them, and to use the information to guide one’s thinking and actions”

Goleman (1998) developed this further to develop five domains

Self Awareness

Self Regulation

Motivation

Empathy

Social skills

Emotional Intelligence

Based on various leadership models, many writers have considered Emotional Intelligence as a critical factor for sustaining high performance.

The ability to understand and manage moods and emotions in self and others

Four major aspects:

The appraisal and expression of emotion

The use of emotion to enhance cognitive processes and decision making

Knowledge about emotions

Management of emotions

Emotional Intelligence and Leadership

World leading organisations, including American Express, 3M and Motorola are adopting EI (EQ) practices in their way of doing business.

Harvard Business Review (HBR) has released several articles on EI and their 1997 article by Goleman ranks as one of the most requested articles ever. This popularity lead HBR to re-examine the data on EI again in 2003, Their conclusion:

“In hard times, the soft stuff goes away. But emotional intelligence, it turns out , isn’t so soft. If emotional obliviousness jeopardizes your ability to perform, fend off the aggressors, or be compassionate in a crisis, no amount of attention to the bottom line will protect your career. Emotional intelligence isn’t a luxury you can dispense with in tough times. It’s a basic tool, that deployed with finesse, is the key to professional success”.

This session will look at what is meant by EI and identify the business case for deploying it.

Emotional Intelligence / Quotient

Knowing what you are feeling and being able to handle those feelings without having them swamp you.

Being able to motivate yourself to get jobs done, be creative and perform at your peak

Sensing what others are feeling, and handling relationships effectively

(Goleman, D (1997) ‘Beyond IQ: developing the leadership competencies of emotional intelligence’, paper presented at the 2nd International Competency Conference, London, October.

Activity Time!

Vic Dulewicz (see recommended reading) is one of the UK psychologists who has embraced strongly the concept of Emotional Intelligence/Emotional Quotient

Popularised by Daniel Goleman

Broad areas of Emotional Intelligence referred to as EI by some and EQ by others

Mainly about how individuals handle emotional aspects of self and interpersonal behaviours . Includes many aspects previously seen in the domains of intelligence, general mental abilities and aspects of personality but groups them under the heading of EQ – has similarities with the concept of competence.

Where are your areas for development?

Look at your completed EQ questionnaire.

Where do you need development?

How might you address these areas for development? Identify three specific things that you will do to help with this.

Emotional Intelligence

(Goleman, 1998, Goleman et al (2001) cited by McShane, 2006, p 109; Consortium for Research on EI in Organizations )

To develop our emotional intelligence and self- awareness, we need to understand what we value…but what are values?

Principles, morals, ideals, ethics, traits, qualities…

things that represent your personal driving forces…

things you consider worthwhile

Within an organisation you will contribute your own values and beliefs – these not only help shape the organisational culture but also contributes to your own personal development

Self Awareness and Values

complete an on-line personal values assessment to identify your personal values (https//survey.valuescentre.com)

An individual report will be sent to your email address

Values Exercise

Consider each value on the next page in turn & pick a value that is important

What does the value mean for you?

How do you know this value is important to you?

How do you interpret that value – think of an example in your own life – if you cant find an example – maybe its not really one of your values

Try to find 5 -10 values which you resonate with, then compare and discuss them in pairs.

Values Exercise

Acceptance	Accountability	Commitment	Cooperation	Control	Curiosity	Courage	Democracy
Accuracy	Achievement	Adaptability	Adventure	Autonomy	Balance	Boldness	Calmness
Detachment	Determination	Directness	Discipline	Economic security	Education	Effort	Empowerment
Enthusiasm	Equality	Excellence	Fairness	Family	Forgiveness	Freedom	Fun
Generosity	Gentleness	Happiness	Harmony	Health	Helpfulness	Honesty	Humility
Independence	Individualism	Integrity	Intuition	Joy	Justice	Kindness	Learning
Love	Loyalty	Mercy	Moderation	Modesty	Openness	Optimism	Patience
Peace	Perfection	Perseverance	Pleasure	Power	Prudence	Quality	Recognition
Respect	Responsibility	Risk-taking	Self-awareness	Sharing	Stability	Spirituality	Success
Tenacity	Thoughtfulness	Tolerance	Tradition	Trust	Truthfulness	Understanding	Variety
Vitality	Wealth	Wisdom	Warmth	Winning	Zeal	Wilfulness	Wonder

Ethics vs Morality Discuss

Morality

‘Morals’ and ‘morality’ describe specific standards of right and wrong: morality produces ‘value judgements’.

A statement of ‘facts’ refers to what is the case; a statement of ‘values’ refers to what ought to be the case.

Some examples of moral or value judgments:

The rich ought to be taxed to support the poor.

The sale of cannabis ought to be legalized.

The production of contraceptives ought to be banned.

Normative Ethics

Normative Ethics is the study of how one ought to act morally.

So a normative ethical theory will present a theory about morality: about what persons should take to be right, good and proper.

It offers principles that determine whether an action is right or wrong: a theory about what ought to be the case… about what’s good and what’s bad.

It will try to answer the kind of ‘ought’ questions we are asking.

Why Do We Need a Normative Ethics for Business?

If we want to answer the kinds of moral questions that arise in business and management then we are going to need some normative ethical theory that closes the gap between what is - pollution, reckless bankers, over-worked workers etc - and what ought to be.

And in any event, people continue to make moral claims, so it’s important to understand their supposed normative basis:

whether or not we agree with them

and whether or not we think that they are wholly subjective and relative to the person making the claim.

Normative Theories in Ethics

So what are the theories of normative business ethics?

As noted, Normative Ethics is the study of how one ought to act morally.

So a normative ethical theory will present a theory about morality: it offers principles that determine whether an action is right or wrong: a theory about what ought to be the case…about what’s good and what’s bad, what’s right and proper to do.

In business and management, there are 3 main normative theories:

Utilitarianism

Deontology

Virtue Ethics

1. Utilitarianism

Utilitarian ethics: the ethical value of an act is based on its consequences: an act or rule is morally right if it promotes the greatest happiness / good of the greatest number of people.

Happiness is a pleasure; pleasure is good in itself; pain or unhappiness is a bad in itself.

For example, the consequences of Apple Inc. overworking a workforce may be made good and ethical because it serves a greater good: satisfying demand for mobile phones.

Jeremy Bentham 1748-1832

John Stuart Mill 1806-1873

Stakeholder Theory

Utilitarianism is an influential theory in business ethics.

Consider ‘stakeholder theory’: that the management of corporations have responsibilities not only to the owners of the corporation, but to its customers, employees, local communities etc.

It is usually consequentialist.

And it certainly supposedly considers the happiness of everyone.

Corporate Social Responsibility (CSR)

Corporate Social Responsibility is the idea that corporations have responsibilities that extent beyond their stockowners, or that corporations have to conduct their business in a way that accommodates the values of the society that they operate in.

Corporate Social Responsibility (CSR)

‘Social Responsibility’ is the continuing commitment by business to behave ethically and contribute to economic development while improving the quality of life of the workforce and their families as well as of the local community and society at large.

The World Business Council for Sustainable Development in its publication "Making Good Business Sense" by Lord Holme and Richard Watts (2000)

Responsible: For What?

But what are corporations responsible for?

Some propose that this depends upon the expectations of society.

Be profitable.

Comply with the law.

Comply with ethical norms not written into law.

Be a good citizen and give something back to society.

But is all this too fuzzy to be of real use?

Source: Carroll, A.B. 1991. The pyramid of corporate social responsibility. Business Horizons July-August 39-48

Philanthropic Responsibilities

Ethical Responsibilities

Legal Responsibilities

Economic Responsibilities

A Free Market View

https://www.youtube.com/watch?v=RWsx1X8PV_A

2. Deontology

Deontological ethics: the ethical value of an act is based not on a calculus of its happy consequences (which can’t always be foreseen anyway), but on its observance of universal imperatives, or duties, that are founded on reason.

For instance, ‘pay bribes to secure business’ cannot be a universal or categorical imperative as if we all did it then trust in business transactions would be destroyed.

We are responsible for our actions, motives and intentions (if not their consequences).

This is also an objectivist normative ethical theory because it says there are objective duties and rules that it is moral to act upon.

Immanuel Kant 1724-1804

Kant’s Categorical Imperatives

Act only according to that maxim whereby you can, at the same time, will that it should become a universal law

Do unto others that which you would wish them do unto you.

Act in such a way as to treat people as ends in themselves and not as means to your own ends.

Act as if you were a member of a realm of ends.

Avoids partiality and exempting yourself (Equality).

Recognises that others have ends just as you do and respecting their ends also makes them yours (Liberty).

Recognises that all have ends and all face moral decisions (Fraternity).

But Deontological Duties and Ends Often Collide

Kant thought that the goodness of these imperatives were self-evident (Are they self-evident to you???).

Others see only problems in us agreeing upon them.

For instance, which of these acts is our Kantian ethical duty:

Tax the rich and give public aid to the poor so as to lessen inequality and give dignity to all.

Don’t tax the rich and give public aid to the poor so as to respect the liberty and autonomy of all.

3. Virtue Ethics

What are the personal qualities or virtues that make a good life?

So asked Aristotle.

A virtue is a trait or essential disposition of character that prompts action of a particular kind. e.g. honesty, courage, integrity, kindness are typically cited as virtues.

These virtues become reasons for action in themselves, and not as a means to another end.

This is because a good life is one that is lived in a way that is consistent with a person’s essential character.

Aristotle 384-323 BC

Virtue Ethics

A good life is therefore one that is lived in accordance with a person’s essential character – this enables their character to fully flourish and develop to its full natural potential.

But does this ‘beg the question’? Who says your essential character is good? Who says these are to be considered ‘virtues’?

Good personal behaviour in business is not therefore the display of particular virtues, but the consistent and balanced development of a whole, unified, person.

And this perhaps demonstrates the weakness of this approach to business ethics – its objectivism seems quite weak: found your action on your sense of self, which is also going to be undoubtedly influenced by the culture of your society.

So there may be English virtues, Welsh virtues, Chinese virtues, French virtues.

Treviño et al (2000) argue that ethical leadership is a combination of being a moral person and being a moral manager.

So what would ethical leadership entail?

Would we be surprised by the traits of a moral person?

Traits

Integrity

Honesty

Trustworthiness

“ I know that if I bring an issue to him or her that I can count on their honesty and integrity on this because I have seen their standards and that one, integrity, is the one that is very important to them” Treviño et al (2000:130)

“Fun, friendly honest person”

“Fearless in faith”

“Good person”

“Integrity”

So are we surprised by the traits?

Imagine working for a leader who is not these things.

These are the traits that come up time and again when reading literature on being an ethical leader. The quote comes from the Treviño et al article where the authors interviewed business people about how they could recognize an ethical leader. Integrity encompasses the other traits – but the message is clear – honest, open, consistent.

In practice what might honesty and integrity look like?

Leaders:

Are not deceptive

Tell the truth with a balance of openness and candor while monitoring what is appropriate to disclose in a particular situation

Honest leaders are authentic but also sensitive to the feelings and attitudes of others

Leader behaviurs

Don’t promise what you can’t deliver

Don’t shy from promises and obligations

Don’t evade accountability and point fingers to blame others

Don’t accept that “survival of the fittest” thinking justifies actions

Manifests

Honesty

Further…

Leader behaviours

All employees are treated in an equal manner

In special treatment/special consideration situations, grounds for differential treatment are clear, reasonable, and based on sound moral values

Ethical leaders are concerned with issues of fairness and justice; they place issues of fairness at the center of their decision making

Shows

Justice

Treviño et al. (2000:130) go on to identify behaviours

Behaviours

Do the right thing

Concern for people

Being open

Personal morality

“The way you act even when people are not looking”

“People are going to judge you not by what you say but by what you do”

Treviño et al (2000:131)

“As an honest and reliable person”

“Admirable role model”

“Leadership, empathy, emotional intelligence”

“Someone who helped enable other people to be better”

As with the slide above, what Treviño et al (2000) found their interviewees expected of an ethical leader are characteristics you see in yourself, or aspire to be.

In practice – how should we behave?

Leaders have

A duty to help others pursue their own legitimate interests and goals

To be stewards of the organisation’s vision; in serving others they: clarify, nurture, and integrate the vision with, not for, organisation members

An ethical responsibility to make decisions that are beneficial to their followers’ welfare

Leaders think of others and model altruistic behaviour, placing followers foremost in the leader’s plans

Good Leaders

Strive always to mentor

Empower people to make their own decisions

Create strong teams building behaviours

Encourage citizenship

Leaders ‘Serve

others’

Further…

Leader shall:

Treat other people’s values and decisions with respect

Allow others to be themselves with creative wants and desires

Approach others with a sense of unconditional worth and value individual differences

Respects

Others

Leader behaviours:

Listens closely to subordinates

Is empathic

Is tolerant of opposing viewpoints

Treating others as ends (their own goals) rather than as means (to leaders’ personal goals)

And decision making…

Decision Making

Hold to values

Objective/fair

Concern for society

Follow ethical decision rules

Ethical leaders have, and work to ethical values, they look beyond the bottom line with broader concerns about society and they rely on a number of rules such as the golden rule and the ‘New York Times test’

Treviño et al (2000:132-133)

But wait! This is not the first time we have met these!

We have spoken about values - you have begun to articulate these through the ‘how do you want to be remembered’ points, but also as you have argued various positions in the dilemmas we have looked at

Looking beyond the bottom line with a concern for society is the work we have done teasing out stakeholder management and using the Friedman/Freeman idea

Following ethical rules - is simply how we used ‘’the five point test’ and theory

Colour coded to match the ideas. The ‘you can do it’ is a reminder – you can! You are beginning to have the creative thinking to be able to assimilate all this information and form your own identity as an ethical manager! (put it on your CV!!!)

To remind us…

But there is the second pillar too – the moral manager

The Moral Manager - 1

Treviño et al (2000) argue that being a moral person is only one strand – to be an ethical leader you need to present your ‘moral person’ as a ‘moral manager’…..The ‘Leadership’ column has three elements:

Role modelling through visible action

This means that you visibly live the values, people look to you as