Northouse, Ch. 13 Leadership Ethics

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Leadership Ethics

Northouse, Leadership 8e. © SAGE Publications, 2019. 2

Overview ÷ Leadership Ethics Perspective

÷ Practical Ethical Theory

÷ Ethical Theories

÷ Principles of Ethical Leadership

÷ Diverse Ethical Perspectives

÷ How Does the Leadership Ethical Perspective Work?

3Northouse, Leadership 8e. © SAGE Publications, 2019.

Leadership Ethics Description Definition and Theory ÷Ethics

· Is a derivative of the Greek word ethos, meaning customs, conduct, or character

· Is concerned with the kinds of values and morals an individual or society ascribes as desirable or appropriate

· Focuses on the virtuousness of individuals and their motives

· Example: Journalists’ respect for others, professional duty, concern for harm, proactive social engagement (Plaisance, 2017)

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Practical Ethical Theory

÷Kohlberg’s Stages of Moral Development Level 1. Pre-conventional morality Stage 1--Obedience and Punishment: Rules are fixed and handed down by authority Stage 2--Individualism and Exchange: An action is right if it serves the individual

Level 2. Conventional morality Stage 3--Interpersonal Accord and Conformity: Conforming to the expectations of others

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Kohlberg’s Stages of Moral Development

Stage 4--Maintaining the Social Order: Moral decisions show concern for society as a whole

Level 3. Post-conventional Morality Stage 5--Social Contract and Individual Rights: Moral decisions based on what a good society should be like Stage 6--Universal Principles: Moral decisions based on internalized universal principles of justice that apply to everyone

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Ethics Defined

7Northouse, Leadership 8e. © SAGE Publications, 2019.

Leadership Ethics Description Definition and Theory

÷ Ethical Theory

· Provides a system of rules or principles as a guide in making decisions about what is right/wrong and good/bad in a specific situation

· Provides a basis for understanding what it means to be a morally decent human being

8Northouse, Leadership 8e. © SAGE Publications, 2019.

Ethical Theories ÷ Two Broad Domains: Theories about leaders’ conduct

and about leaders’ character ® Conduct – actions of the leaders ® Character – who they are as people

® telos – Greek word meaning “ends” or “purposes”, desirable consequences.

® deon - Greek word meaning “obligation”.

9Northouse, Leadership 8e. © SAGE Publications, 2019.

Ethical Theories

10Northouse, Leadership 8e. © SAGE Publications, 2019.

Ethical Theories

Conduct ÷ Ethical egoism (create greatest good for the leader)

® Closely related to transactional leadership theories Example: leader takes a political stand on an issue for no other reason than to get re-elected

÷ Utilitarianism (create greatest good for greatest number) Example: Leader distributes scarce resources so as to maximize benefit to everyone, while hurting the fewest; preventive health care vs. catastrophic illnesses

÷ Altruism (show concern for best interests of others) ® Authentic transformational leadership is based on altruistic principles

Example: The work of Mother Teresa, who gave her entire life to help the poor

Teleological Theories: focus on consequences of actions and results

Northouse, Leadership 8e. © SAGE Publications, 2019.

Ethical Theories Conduct

÷Deontological Theories · Duty driven, for example, relates not only to

consequences but also to whether action itself is good

· Focus on the actions of the leader and his/her moral obligation and responsibilities to do the right thing

· Example: telling the truth, keeping promises, being fair

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Ethical Theories Character ÷ Virtue-based Theories: About leader’s character

· Focus on who people are as people • Rather than tell people what to do, tell people what

to be • Help people become more virtuous through

training and development • Virtues are present within person’s disposition;

practice makes good values habitual § Examples: Courage, honesty, fairness, justice, integrity,

humility

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Centrality of Ethics to Leadership ÷ Influence dimension of leadership requires the leader to

have an impact on the lives of followers

÷ Power and control differences create enormous ethical responsibility for leaders

÷ Respect for persons--sensitive to followers’ own interests and needs

÷ Leaders help to establish and reinforce organizational values--an ethical climate

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Diverse Perspectives of Leadership Heifetz’s Perspective

÷Emphasizes how leaders help followers to confront conflicting values and to effect change from conflict

· Ethical perspective that speaks directly to

• Values of workers

• Values of organizations and the communities in which they work

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Diverse Perspectives of Leadership Heifetz’s Perspective

÷ Leaders use authority to mobilize followers to ®Get people focused on issues ®Act as a reality test regarding information ®Manage and frame issues ®Orchestrate conflicting perspectives ®Facilitate the decision-making process

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Diverse Perspectives of Leadership Heifetz’s Perspective ÷ Leaders use authority to mobilize followers to ® Get people focused on issues ® Act as a reality test regarding information ® Manage and frame issues ® Orchestrate conflicting perspectives ® Facilitate the decision-making process

÷ Leader provides a holding environment, a supportive context in which there is ® Trust, nurturance, & empathy

÷ Leader’s duties ® Assist the follower in struggling with change and

personal growth

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Diverse Perspectives of Leadership Burns’s Perspective ÷Theory of Transformational Leadership

· Strong emphasis on followers’ needs, values, and morals · Leaders help followers in their personal struggles

concerning conflicting values · Stressing values such as liberty, justice, and equality · Connection between leader and follower

• Raises level of morality of both

÷ Leader’s Role · Assist followers in assessing their values & needs · Help followers to rise to a higher level of functioning

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The Dark Side of Leadership ÷ Pseudotransformational leadership ÷ Characterized by destructive behaviors, such as violating

basic human rights (Lipman-Blumen, 2005) ÷ Characterized by personal characteristics, such as lack of

integrity, insatiable ambition, arrogance (Lipman-Blumen) ÷ Eight factors of perceived toxicity in leaders: managerial

incompetency, dark traits, derisive supervision, impervious despotic leadership, dearth of ethics, erratic behavior, narcissism, and self-promoting (Singh et al., 2017)

÷ Associated with workplace outcomes such as negative attitudes in followers toward jobs and organization as a whole (Schyns and Schilling, 2013)

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The Dark Side of Leadership

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The Toxic Triangle

÷Destructive Leaders · Charismatic, narcissistic, self-absorbed

÷Susceptible Followers · Conformers and colluders

÷Conducive Environments · Unstable environments may grant leader more

authority

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Ethical Leaders Respect Others

Ethics--is central to leadership because of ÷ The process of influence ÷ The need to engage followers to accomplish mutual

goals

÷ The impact leaders have on establishing the organization’s values

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Principles of Ethical Leadership

Leader behaviors: ®Listens closely to

subordinates ®Is empathic ®Is tolerant of opposing

viewpoints

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

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

Northouse, Leadership 8e. © SAGE Publications, 2019.

Principles of Ethical Leadership

Leader behaviors ® Mentoring behaviors ® Empowerment behaviors ® Team-building behaviors ® Citizenship behaviors

Leaders have ® A duty to help others pursue

their own legitimate interests and goals

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

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

Follower centered--Based on the altruistic principle of placing followers foremost in the leader’s plans

Serves Others

Principles of Ethical Leadership

÷ Leaders shall: ®Adhere to principles of distributive justice

÷ Leader behaviors ®All subordinates 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

Principles of Ethical Leadership

÷ 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

÷ Leader behaviors ® Don’t promise what you

can’t deliver ® Don’t suppress

obligations ® Don’t evade

accountability ® Don’t accept “survival of

the fittest” pressures ® Acknowledge and

reward honest behavior in the organization

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

others

Manifests Honesty

Principles of Ethical Leadership Concern for common good means leaders cannot impose

their will on others; they search for goals that are compatible with everyone.

÷Ethical leaders & followers ® take into account

purposes of everyone in the group, and

® reach out beyond their own mutually defined goals to wider community

÷ Leader behaviors ® Takes into account purposes

of everyone in the group ® Is attentive to interests of

the community and culture ® Does not force others or

ignore intentions of others

Builds Community

How Does the Ethical Leadership Perspective Work?

÷ Strengths

÷ Criticisms

÷ Application

Strengths ÷ Provides a body of timely research on ethical issues

÷ Provides direction on how to think about ethical leadership and how to practice it

÷ Suggests that leadership is not an amoral phenomenon and that ethics should be considered as integral to the broader domain of leadership

÷ Highlights principles and virtues that are important in ethical leadership development

Criticisms ÷ Lacks a strong body of traditional research findings to

substantiate the theoretical foundations. Conceptual confusion regarding the concept; hard to measure (Exception is Yukl et al., 2013)

÷ Relies heavily on writings of just a few individuals that are primarily descriptive and anecdotal in nature and are strongly influenced by personal opinion and a particular worldview.

÷ Most research based on Western world and Anglo-American countries

÷ Generational differences in ethical perspectives

Application ÷ Can be applied to individuals at all levels of organization

and in all walks of life. ÷ Because leadership has a moral dimension, being a

leader demands awareness on our part of the way our ethics define our leadership.

÷ Managers and leaders can use information on ethics to understand themselves and strengthen their own leadership.

÷ Leaders can use ethical principles as benchmarks for their own behavior.

÷ Leaders can learn that leader-follower relationship is central to ethical leadership.