Courage and Moral Leadership
WEEK 3
Dr Edward Kachab
August 15th
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Courage and Moral Leadership
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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
Courage and Moral Leadership
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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
Courage and Moral Leadership
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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
Courage and Moral Leadership
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Paired Discussion
What are some pressures you face as a student that challenge your ability to do the right thing?
Do you expect to face more or fewer pressures as a leader?
Discuss what some of these pressures might be.
Courage and Moral Leadership
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Courage and Moral Leadership
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Challenge as a new leader
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Leaders Set the Ethical Tone
1. Act as positive role models
2. Signal what matters by their behavior
3. Focus on employees, customers, and the greater good
4. Not paying attention to gaining benefits themselves
5. Honest with employees, partners, customers, vendors, and shareholders
Courage and Moral Leadership
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Leaders Set the Ethical Tone
1. Strive for fairness and honor agreements
2. Share the credit for successes and accept the blame when things go wrong
1. Speak up against acts they believe are wrong
Watch me: ethics in leadership
Courage and Moral Leadership
https://www.scu.edu/ethics/leadership-ethics-blog/practice-of-ethical-leadership/
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Ethical vs Unethical Leaders
Courage and Moral Leadership
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Paired Discussion
Leaders at several organisations, including Hostess Brands (Twinkies), Sbarro, and Blockbuster, have gotten significant raises or bonuses shortly before the firms field for bankruptcy.
The companies have argues that it was a necessary step to keep managers during difficult time.
Do you think this is a legitimate argument from an ethical standpoint?
Discuss.
Courage and Moral Leadership
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How to Act Like a Moral Leader
Courage and Moral Leadership
Source: 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.
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More than Wheels Core Values
Courage and Moral Leadership
Source: More Than
Wheels Mission and
Core Values,
http://www.morethanw
heels.org/mission
(Retrieved May 18,
2013).
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Moral Leadership
Courage and Moral Leadership
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Paired Discussion
Do you agree that it is important for a leader to do the right thing if no one will ever know about it?
Why or why not?
Courage and Moral Leadership
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Three Levels of Personal Moral Development
Courage and Moral Leadership
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), pp. 31–53; and Jill W. Graham, ‘‘Leadership, Moral
Development, and Citizenship Behavior,’’ Business Ethics Quarterly 5, no. 1 (January 1995), pp. 43–54.
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Paired Discussion
If most adults are at the conventional level of moral development, what does that mean for their potential for moral leadership?
Courage and Moral Leadership
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Courage and Moral Leadership
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Changing Leadership Focus from Self to Others
Courage and Moral Leadership
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Authoritarian Management
Traditional leadership
Organizational stability and efficiency are paramount
Leaders
• Direct and control their people
• Set the strategy and goals, as well as the methods and rewards for attaining them
Subordinates are controlled by leaders
Courage and Moral Leadership
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Participative Management
Increased employee participation through employee suggestion programs, participation groups, and quality circles
Paternalistic mindset
Leaders determine purpose and goals, make final decisions, and decide rewards
Employees suggest quality improvements, act as team players, and take greater responsibility for their own jobs
Employees are not true partners in the enterprise
Courage and Moral Leadership
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Paired Discussion
Is it immoral to prevent those around you from growing to their fullest potential, are you being moral?
Courage and Moral Leadership
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Stewardship
Courage and Moral Leadership
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Framework for Stewardship
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
Courage and Moral Leadership
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Servant Leadership
Courage and Moral Leadership
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Framework for Servant Leadership
Put service before self-interest
Listen first to affirm others
Inspire trust by being trustworthy
Nourish others and help them become whole
Courage and Moral Leadership
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Paired Discussion
Should serving others be places in a higher moral level than serving oneself? Discuss.
Courage and Moral Leadership
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What is Courage?
Courage and Moral Leadership
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Courage
Courage means accepting responsibility
Courage often means nonconformity
Courage means pushing beyond the comfort zone
Courage means asking for what you want and saying what you think
Courage means fighting for what you believe
Courage and Moral Leadership
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Paired Discussion
A consultant recently argued that the emphasis on corporate and social responsibility had distracted leaders from key business issues such as serving customers and beating competition.
Do you agree? Should leaders put business issues first or ethical responsibility?
Courage and Moral Leadership
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Abilene Paradox
Courage and Moral Leadership
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How Does Courage Apply to Moral Leadership?
Acting like a moral leader requires personal courage
Opposing unethical conduct requires courage
Courage and Moral Leadership
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Whistle Blowing
Courage and Moral Leadership
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Finding Personal Courage
Believe in a higher purpose
Draw strength from others
Harness frustration and anger
Take small steps
Courage and Moral Leadership
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Case Study
What should I say?
Page 189
Case posted on LEO
In your groups answer all
questions!
Courage and Moral Leadership
