Perhaps no other issue can so dramatically define the unlikeness between management and leadership, than the concentration the individual gives to ethics.
A boss must focus on the on the day-to-day aspects of keeping the department, team or organization running smoothly. This includes development sure the branch is staffed appropriately, that the business is on target for sales, that output is on target, etc. A leader, on the other hand, must be able to set goals and aspirations for the team, set the tone of the organization, motivate and inspire the group, etc. Realistically, managers must be able to do both. They must inspire and motivate and they must ensure that the business operates effectively. Setting the ethical tone of the organization is a leadership function. The challenge for most managers is to spend adequate time focusing on leadership functions without becoming totally consumed by the day-to-day operations of the team. Because "business ethics are about the morally functional nature of our business relationships...giving them the concentration and care they deserve is crucial to an organization's success" (Hamm, 2003, p. 1). I propose six steps for a boss to take to lead ethically.
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1. Reflect on Values. To focus the suitable concentration on the ethical tone of the organization, a leader must "draw on their own fundamental values and capabilities" in order to optimize their leadership potential (Quinn, 2005, p. 76). To do this, leaders must find time to reflect and recognize their own personal moral compass as well as to ask themselves what are the key ethical questions and dilemmas facing their organizations. Just as a boss must take time to understand their market, budgets, output timelines, etc., an ethical leader must take time to understand his/her own personal values, the values of the team, what the value statements of the organization should be and recognize the gaps that exist in aspired goals and current behavior within the organization (Hamm, 2003, p. 3).
2. Manufacture Trust. Build an environment of trust with employees in order to generate an environment where employees feel free to discuss ethical dilemmas and issue with management.
3. Manufacture a Shared Ethical Vision. To ensure buy-in and commitment from the organization, consist of members from assorted levels of the team to help generate a "Code of Conduct" that is aligned with the Ethical vision of the organization (p. 3).
4. Present the Ethical vision and Code of Conduct. A leader must ensure that the vision and code is communicated to every person within the organization. This can be done straight through course manuals, training events, one-on-one and team coaching, newsletters, team meetings, etc... "Communicating the schedule often is other foremost success factor (p. 3), as is establishing a way for employees to Present their concerns back to management in a safe and confidential manner.
5. Act. To be effective, the leader must show that all the organization is serious about ethical behavior. All reports of unethical behavior must be investigated thoroughly. Furthermore, all violators of ethical standards must be punished equally and justly throughout the organization, irregardless if the perpetrator is a senior executive or first line hire. In increasing to punishing negative behavior, exertion should be made to repaymen and recognize definite ethical behavior (Trevino and Nelson, 2005, p. 304). Just as a good boss knows that rewarding employees for reaching goals is important, the ethical leader will recognize that equal importance must be given to recognize those who exemplify ethical behavior within the organization. Acting also means foremost by example by letting ethical behavior guide the actions of the leaders at all times. Doing so will help Manufacture and maintain a culture of ethical behavior.
6. Monitor and maintain Ethical Behavior. The leader must reconsider ethical leadership a key aspect of their role as a manager. It cannot be seen as a passing organizational fad. exertion must be made to procure feedback straight through surveys, focus groups, one-on-one interviews, etc., to recognize laborer concerns with regard to the ethical environment where they work. This should be a continuous revising process to recognize concerns and to improve the total ethical environment.
There are at least seven benefits for a boss to focus on being an ethical leader, including; improved social image of the organization, resumption or enhancement of investor confidence, stoppage and reduction of criminal penalties, preventing civil lawsuits of employees who could not have their grievances met satisfactorily inside the company, improved laborer retention, market leadership straight through by improved buyer delight and setting the example for others in the market (Hamm, 2003, p. 1- 2).
References:
Hamm, B.A., (2003). Want a business you can be truly proud of? Try a business ethics program. Quinn, R. (2005). Moments of greatness: Entering the fundamental state of leadership. Harvard business Review, July - August 2005. 75-83.
Trevino, L., and Nelson, K., (2005). Corporate social accountability and managerial ethics. Hoboken, Nj: John Wiley and Sons, Inc.
6 Steps For Ethical Leadership in Today's Organizations
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