HC8-Ethical leadership Flashcards
Amoral management
- Blind sports and integrity violations
- Less recognition for morality and follow-up of moral issues
- Undermining of ethics policies and leadership
- Cynicism, less helpfulness and suboptimal performance
Effects ethical leadership
- Integrity in organiation
- Well-being of employees
- Attitude of employees
- Experience of work amongst employees
- Behaviour and performance of employees
- Reputatuin and perdormance of the leadership
- Reputation and performance of the organization
Uitgelicht tijdens HC:
Moral culture, stong effect on work climate, people will experience more safety when they feel they are surrounded by ethical leaders, more satisfaction, well being increases, less job insecurities, generally you see that people feel more empowered, like in transformal leadership (?)
Integrity
A characteristic of a person’s behavior that is consistent with the moral norms and values considered valid in the relevant context in which that person operates
-is situated, depends on situation, CREATED WITH FOLLOWERS
IS not sufficient: also aware of the position of power
you need to be accountable. It is about combination of decisions, behave in accordance with morality.
Moral person
-consciousness, agreeableness, emotional stability
-Should be involved in ethical desicionmaking and about content and process. Dus not only what they talk about and how they act, but also about form, how they deal with crisis how they apologize, gestures ed.
-Mistakes are critical: you make mistakes, but be clear and take responsibility
-Moral person is challenged by constructing a moral identity. About internal and outternal side, how you want to be seen, but also internal traits.
Behaviour of ethical leader
-People with different leadership responsibilities relate differently to this. So it is also about sharing the leadership, not only image building.
-Ethical leaders are often seen as charismatic leaders, because it is related to authenticity. Ethical leadership is just a part of leadership. TRANSFORMATIONAL LEADERSHIP
-Bass 1985: citaat: identify with followers, leader undertakes action in line with followers.
-Like transactional leaders: they also should engage.
-If leaders don’t take their position up front, but takes everyone into account he is seen as more ethical.
social learning theory (bandura, 1977)
Leadership as a social process built on perceptions
-Automatically, because they work together they get socialized. The visible, salient and prevalent behaviour is also part of ethical leadership. They learn, copy etc what is a ethical leader.
-Ceo sets right norm, it is copied. Be explicate in what is ethical.
-Not only about talking, but also about inside the organization, about everyday behaviour. Giving feedback on workfloor.
Reinforcement theory
About punishment and rewarding, upward responsibility; beining liable for actions and decisions
Vicarious learning
Is about learning trough observation. Procedural justice will we copied for example
Two way communication
MAkes organisation moral, make it explicit. Ethical assessment behaviour should be balanced.
drivers behind amoral management
-Education
-Own ideas what works and what doesn’t
-Negative connotation of integrity: don’t want to defend themselves all the time
-procedural and privacy related limitations
-Pressure from public and media: pushes them into amoral management
-Tone of debate
-Limited effectiveness of ethic tools
-Lack of strong ethics: if a leader wants to change something (social safety ed) but not surrounded by a strong coalition, therefore it is very challenging
-Risks of ethical leadership to one’s own position and career
