Please see the ppts and answer doc attached and respond.
Write 300 words on discussion and respond to two articles with 200 words each
1)Write 300 words for discussion with 3 peer reviewed references
Should serving others be placed at a higher moral level than serving oneself? Discuss.
2) Respond to two articles with 200 words each
Article 1
Ethical leadership
A leader can be ethical but unethical, depending on how she or he sees the world, and how her or his firm defines ethical conduct. A leader can be ethical because she or he has integrity in pursuing goals and principles, and not because she or he has knowledge or experience that motivates others to behave ethically. Ethical decisions include those involving the use of money, products, energy, or inactions. Decisions involving the use of human labor are inherently uncertain and often involve trade-offs between cost and quality, so it is important for companies to pay careful regard to the ethical implications of their decisions. A leader, then, has to know his/her people well. Only then can he/she give them what they want and that’s what makes a great leader. To know your people and truly care about them, one must get to know each of them individually (Lumpkin & Achen, 2018).
There are many ways that an individual can create an atmosphere where loyalty and commitment are shared. The first step in inspiring a group of people to work together is to establish and implement the common rules and standards of behavior and work together in the process of achieving a common goal. Leadership and management are two closely related and related activities. A good manager should be an able leader and a leader should be a good manager. All people, whether a leader or a manager, should always have the goal of ensuring that the success of their respective employees. A team is the most common way in which groups of people are brought together in order to achieve a common goal. It is essential that the team leader works to ensure that the members of the team collaborate and communicate with one another on a constant basis (Lumpkin & Achen, 2018).
References
Lumpkin, A., & Achen, R. M. (2018). Explicating the synergies of self‐determination theory, ethical leadership, servant leadership, and emotional intelligence. Journal of Leadership Studies, 12(1), 6-20.
Article 2
Putting others first is the key to successful leadership. Where your health is neglected, now is the time to take an active part in the well-being of others. They want to be with you as they grow up. There must be people who want to share the life of a leader. These people will seek your advice. You will be successful when you grow up. If so, it’s natural to ask permission, copy, and respect those who provide it. Achieving both goals requires a clear understanding of your own needs and understanding of others. Leadership is about meeting the needs of one person, not the needs of another. “Encourage our partners to believe that we will never be satisfied with what we ask for” (Lumpkin & Achen, 2018).
There are several ways to be superior. It deserves it and it should end there. Over time, you will become a better leader. However, this simple fact often seems to be overlooked in discussions of psychological behavior. People always expect their own interests and growth to guide their moral choices. How do you make decisions that fit your organization’s needs? They agree that it has nothing to do with caring for the poor or alleviating suffering. The idea is simple (Lumpkin & Achen, 2018).
But they contradict the basic concept of selfishness. Their authenticity must be questioned. The more your requirements are met, the easier it will be to make the best decisions. Over time, you will become more successful in the world. So while selfishness can make moral decisions, selfishness must not be selfish. Self-denial almost certainly does not require self-sacrifice (Lumpkin & Achen, 2018).
morally. Hiring someone is better than an employee. It is better to serve others than to prepare everything because you are serving others. A manager’s job is to strengthen the environment for the benefit of others. Therefore, everyone is responsible. Leadership is the highest form of true leadership. Leading service for people. A leader’s role is to work as a leader to meet people’s needs for success and development. He does this by enriching people. In this way, leaders can encourage others to assume greater responsibility. Service management is no different. Unfortunately, moral values are not a solid foundation. Morality is a set of rules that generally contributes to happiness. It is a moral process (Pessi, A. B. 2018).
This does not mean respecting the actions of others. This means that in the real world, sometimes you have to make a choice, you have to make a choice, you have to make a choice, and sometimes you have to make sacrifices to make each other happy. So in the real world we experience differences of opinion. It is a matter of morality, and above all it is better to sacrifice yourself.
References
Martela, F., & Pessi, A. B. (2018). Significant work is about self-realization and broader purpose: defining the key dimensions of meaningful work. Frontiers in psychology, 9, 363.
Lumpkin, A., & Achen, R. M. (2018). Explicating the synergies of self‐determination theory, ethical leadership, servant leadership, and emotional intelligence. Journal of Leadership Studies, 12(1), 6-20.
Chapter 6
Courage and Moral Leadership
6e
©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Learning Objectives
Combine a rational approach to leadership with a concern for people and ethics
Understand how leaders set the ethical tone in organizations and recognize the distinction between ethical and unethical leadership
Recognize your own stage of moral development and ways to accelerate your moral maturation
2
©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Learning Objectives
Know and use mechanisms that enhance an ethical organizational culture
Apply the principles of stewardship and servant leadership
Recognize courage in others and unlock your own potential to live and act courageously
3
©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Ethical Climate in Business
Leaders face pressures that challenge their ability to do the right thing
Obstacles for leaders
Personal weakness and self-interest
Pressures to:
Cut costs and increase profits
Meet the demands of vendors or business partners and look successful
Please shareholders
4
©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Leaders Set the Ethical Tone
Act as positive role models
Signal what matters by their behavior
Focus on employees, customers, and the greater good
Not paying attention to gaining benefits themselves
Honest with employees, partners, customers, vendors, and shareholders
5
©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Leaders Set the Ethical Tone
Strive for fairness and honor agreements
Share the credit for successes and accept the blame when things go wrong
Speak up against acts they believe are wrong
6
©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Acting Like a Moral Leader
Recognize and adhere to ethical values
Acknowledge the importance of human meaning, quality, and higher purpose
Encourage others to develop and use moral values and adhere to ethical standards of conduct
7
©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Exhibit 6.2 – How to Act Like a Moral Leader
8
Sources: Based on Linda Klebe Treviño, Laura Pincus Hartman, and Michael Brown, “Moral Person and Moral Manager: How Executives Develop a Reputation for Ethical Leadership,” California Management Review 42, no. 4 (Summer 2000), pp. 128–142; Christopher Hoenig, “Brave Hearts,” CIO (November 1, 2000), pp. 72–74; and Patricia Wallington, “Honestly?!” CIO (March 15, 2003), pp. 41–42
©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Becoming a Moral Leader
Moral leadership: Distinguishing right from wrong and doing right
Seeking the just, honest, and good in the practice of leadership
Internal characteristic that influences a leader’s capacity to make moral choices is the individual’s level of moral development
9
©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Exhibit 6.4 – Three Levels of Personal Moral Development
10
Sources: Based on Lawrence Kohlberg, “Moral Stages and Moralization: The Cognitive-Developmental Approach,” in Moral Development and Behavior Theory, Research, and Social Issues, ed. Thomas Likona (Austin, TX: Holt, Rinehart and Winston, 1976), 31–53; and Jill W. Graham, “Leadership, Moral Development, and Citizenship Behavior,” Business Ethics Quarterly 5, no. 1 (January 1995), 43–54
©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Servant Leadership
Leader transcends self-interest to:
Serve the needs of others
Help others grow
Provide opportunities for others to gain materially and emotionally
Types
Authoritarian management
Participative management
Stewardship
11
©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Exhibit 6.5 – Changing Leader Focus from Self to Others
12
©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Authoritarian Management
13
Leaders set the strategy and goals, as well as the methods and rewards for attaining them
Organizational stability and efficiency are paramount
Subordinates are given:
No voice in creating meaning and purpose for their work
No discretion as to how they perform their jobs
©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Authoritarian Management
14
Emphasis on:
Tight top-down control
Employee standardization and specialization
Management by impersonal measurement and analysis
©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Participative Management
15
Actively involves employees
Employee suggestion programs
Participation groups
Quality circles
Leaders determine purpose and goals, make final decisions, and decide rewards
Employees are not allowed to be true partners in the enterprise
©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Participative Management
16
Employees are expected to:
Make suggestions for quality improvements
Act as team players
Take greater responsibility for their own jobs
©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Stewardship
Belief that leaders are deeply accountable to others as well as to the organization
Without trying to control others, define meaning and purpose for others, or take care of others
17
©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Principles for Stewardship
18
©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Adopt a partnership mindset
Give decision-making power and the authority to act to those closest to the work and the customer
Tie rewards to contributions rather than formal positions
Expect core work teams to build the organization
The Servant Leader
19
Puts service before self-interest
Listens first to affirm others
Inspires trust by being trustworthy
Nourishes others and helps them become whole
©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Courage
Mental and moral strength to engage in, persevere through, and withstand danger, difficulty, or fear
Accepting responsibility
Nonconformity
Pushing beyond the comfort zone
20
©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Courage
Asking for what you want and saying what you think
Abilene paradox: Tendency to resist voicing their true thoughts or feelings in order to please others and avoid conflict
Fighting for what you believe
21
©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
How Does Courage Apply to Moral Leadership
22
Applying courage to:
Be unconventional and do what is right
Step up and take responsibility
Balance:
Profit with people and self-interest with service
Control with stewardship
Act like a moral leader
Whistleblowing: Employee disclosure of illegal, immoral, or unethical practices in the organization
©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Finding Personal Courage
23
©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Believe in a higher purpose
Draw strength from others
Harness frustration and anger
Take small steps
Chapter 6
Courage and Moral Leadership
6e
©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Learning Objectives
Combine a rational approach to leadership with a concern for people and ethics
Understand how leaders set the ethical tone in organizations and recognize the distinction between ethical and unethical leadership
Recognize your own stage of moral development and ways to accelerate your moral maturation
2
©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Learning Objectives
Know and use mechanisms that enhance an ethical organizational culture
Apply the principles of stewardship and servant leadership
Recognize courage in others and unlock your own potential to live and act courageously
3
©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Ethical Climate in Business
Leaders face pressures that challenge their ability to do the right thing
Obstacles for leaders
Personal weakness and self-interest
Pressures to:
Cut costs and increase profits
Meet the demands of vendors or business partners and look successful
Please shareholders
4
©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Leaders Set the Ethical Tone
Act as positive role models
Signal what matters by their behavior
Focus on employees, customers, and the greater good
Not paying attention to gaining benefits themselves
Honest with employees, partners, customers, vendors, and shareholders
5
©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Leaders Set the Ethical Tone
Strive for fairness and honor agreements
Share the credit for successes and accept the blame when things go wrong
Speak up against acts they believe are wrong
6
©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Acting Like a Moral Leader
Recognize and adhere to ethical values
Acknowledge the importance of human meaning, quality, and higher purpose
Encourage others to develop and use moral values and adhere to ethical standards of conduct
7
©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Exhibit 6.2 – How to Act Like a Moral Leader
8
Sources: Based on Linda Klebe Treviño, Laura Pincus Hartman, and Michael Brown, “Moral Person and Moral Manager: How Executives Develop a Reputation for Ethical Leadership,” California Management Review 42, no. 4 (Summer 2000), pp. 128–142; Christopher Hoenig, “Brave Hearts,” CIO (November 1, 2000), pp. 72–74; and Patricia Wallington, “Honestly?!” CIO (March 15, 2003), pp. 41–42
©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Becoming a Moral Leader
Moral leadership: Distinguishing right from wrong and doing right
Seeking the just, honest, and good in the practice of leadership
Internal characteristic that influences a leader’s capacity to make moral choices is the individual’s level of moral development
9
©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Exhibit 6.4 – Three Levels of Personal Moral Development
10
Sources: Based on Lawrence Kohlberg, “Moral Stages and Moralization: The Cognitive-Developmental Approach,” in Moral Development and Behavior Theory, Research, and Social Issues, ed. Thomas Likona (Austin, TX: Holt, Rinehart and Winston, 1976), 31–53; and Jill W. Graham, “Leadership, Moral Development, and Citizenship Behavior,” Business Ethics Quarterly 5, no. 1 (January 1995), 43–54
©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Servant Leadership
Leader transcends self-interest to:
Serve the needs of others
Help others grow
Provide opportunities for others to gain materially and emotionally
Types
Authoritarian management
Participative management
Stewardship
11
©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Exhibit 6.5 – Changing Leader Focus from Self to Others
12
©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Authoritarian Management
13
Leaders set the strategy and goals, as well as the methods and rewards for attaining them
Organizational stability and efficiency are paramount
Subordinates are given:
No voice in creating meaning and purpose for their work
No discretion as to how they perform their jobs
©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Authoritarian Management
14
Emphasis on:
Tight top-down control
Employee standardization and specialization
Management by impersonal measurement and analysis
©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Participative Management
15
Actively involves employees
Employee suggestion programs
Participation groups
Quality circles
Leaders determine purpose and goals, make final decisions, and decide rewards
Employees are not allowed to be true partners in the enterprise
©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Participative Management
16
Employees are expected to:
Make suggestions for quality improvements
Act as team players
Take greater responsibility for their own jobs
©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Stewardship
Belief that leaders are deeply accountable to others as well as to the organization
Without trying to control others, define meaning and purpose for others, or take care of others
17
©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Principles for Stewardship
18
©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Adopt a partnership mindset
Give decision-making power and the authority to act to those closest to the work and the customer
Tie rewards to contributions rather than formal positions
Expect core work teams to build the organization
The Servant Leader
19
Puts service before self-interest
Listens first to affirm others
Inspires trust by being trustworthy
Nourishes others and helps them become whole
©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Courage
Mental and moral strength to engage in, persevere through, and withstand danger, difficulty, or fear
Accepting responsibility
Nonconformity
Pushing beyond the comfort zone
20
©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Courage
Asking for what you want and saying what you think
Abilene paradox: Tendency to resist voicing their true thoughts or feelings in order to please others and avoid conflict
Fighting for what you believe
21
©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
How Does Courage Apply to Moral Leadership
22
Applying courage to:
Be unconventional and do what is right
Step up and take responsibility
Balance:
Profit with people and self-interest with service
Control with stewardship
Act like a moral leader
Whistleblowing: Employee disclosure of illegal, immoral, or unethical practices in the organization
©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Finding Personal Courage
23
©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Believe in a higher purpose
Draw strength from others
Harness frustration and anger
Take small steps
