Culture Shaping Leadership : The Business World

May, R., Chan, A., Hodges, T. & Avolio, B. (2003). Developing the moral component of authentic leadership. Organizational Dynamics, 32, 247-260.

Ethical leadership is an important aspect that should be practiced by all individuals in leadership positions despite of whether the leadership is intentional or unintentional, or formal or informal. However, practicing ethical leadership is difficult in some cases, especially when there are tough decisions to be made while the appropriate choice is unpleasant though it's clear. Notably, ethical leadership is quite important during these times of tough, unpleasant decisions since the stakes are high. The stakes in ethical leadership tend to vary significantly based on the responsibilities and levels of the leadership in question. Since being an ethical leader is regarded as a full-time job, ethical leadership is a vital part of the definition of good leadership. Good leadership involves developing a personal model of ethical leadership that is in line with personal values and morals, evaluates ethical decision making, accomplishes relevant policies, laws, and guidelines, utilizes contemporary models of leadership, and works within the organizational environment.

Leaders are responsible for influencing followers to perform actions, complete tasks, and behave in certain manners. Effective leaders also influence processes, stimulate change in attitudes and values, and amplify empowerment and self-efficacy of their followers, as they foster the internalization of corporate vision. The nurturing aspect of leadership can also raise an organization’s culture and employee’s values to higher levels of ethical behavior. By demonstrating ethical leadership we promote a high level of integrity that stimulates a sense of trustworthiness, and encourages subordinates to accept and follow our vision (Mickey, 2013).

Dion, M. (2012). Are ethical theories relevant for ethical leadership? Leadership & Organization Development Journal, 33(1), 4-24. doi:http://dx.doi.org/10.1108/01437731211193098

Ethical leadership. We measured ethical leadership by using Brown et al.’s (2005) ethical leadership scale (10 items). Using a five-point Likert-type scale (1=strongly disagree and 5=strongly agree), employees indicated the extent to which they agreed with statements about their team leaders, such as “my supervisor listens to what employees have to say” and “my supervisor has the best interests of employees in mind.” Table 1 shows the items used to assess ethical leadership. In order to test the scale reliability, we calculated the Cronbach’s alpha coefficient of the 10-item scale measuring ethical leadership. The Cronbach’s alpha coefficient for the items measuring ethical leadership was 0.911. Therefore, because the Cronbach’s alpha coefficient

Organizational culture is “a system of shared assumptions, values, and beliefs”, which direct how people perform in an organization. This culture has a strong influence on people’s behavior including how they dress, act, and perform their jobs. It also provides guidelines and boundaries for the behavior of the members of the organization.

This is a draft paper of the literature review from week one to today. This is ensuring the literature reviews, research sources, and including personal throughs and opinions reflect a comprehensive literature research. It’s also includes the major themes identified in week three mapping. The draft paper helps identifying and considering the theoretical or conceptual frameworks present throughout the literatures. In addition, this draft paper continues to focus and including synthesizing and aggregating the literature, as well as providing a critical analysis of the literature sources as regards to ethical leadership or good leadership. This paper

The research of Thomas W. H. Ng and Daniel C. Feldman provides quantitative data, which validates the effectiveness of Ethical Leadership through the meta-analysis of 101 ethical leadership related studies conducted over the last 15 years. Somewhat in nascent form, Ethical Leadership (Ng & Feldman, 2015) is viewed as conduct predicated on exhibiting positive role mode actions while promoting moral member conduct through collaboration, communication, and reinforcing behavior (Ng & Feldman, 2015). Leaders who employ EL are considered to weigh their ethical values significantly during their transactions with assigned team members. Furthermore, EL also suggests there is a correlation between how well a leader assess their own values and beliefs prior to exercising referent and reward power behavior.

According to research studies on organizational leadership, “powerful leaders can have substantial impact on the lives of followers and the fate of an organization” (Yukl, 2006, p.340). Nevertheless, Heifetz (1994) points out, “there is no ethically neutral ground for theories of leadership, because they always involve values and implicit assumptions about proper forms of influence. The complexity of issues surrounding ethical and unethical leadership influences, are determining by the criteria utilized by leaders among members.

The customs and practices within a business culture will create an environment that are the foundation of that organization. First, the establishment of an ethically empowered organization is essential to the positive environment vital to the success of the organization. First, the premise of ethical leadership is a principle that requires four concepts to successfully endure (Elliott, Marquis , & Neal, 2013, p. 93). The four elements required of ethical leadership include intent, education, authority, and confidence for successful implementation (p. 93). In addition, the business culture that desires to continue a successful ethical leadership will incorporate a code of ethics, establish training on

In building my personal leadership model, to begin integrity is the most powerful value that I had when facing my team members. These qualities incorporate moral judgment, character, and honesty. Furthermore, when honest and good human quality wholeness or completeness of my individual values, deserving people 's trust because of honesty, will set a new foundation for others who want to follow. In following through my qualities, but treating others is important to me, especially if they are my family members or team members. For me as a leader, I will always communicate with my team members and feel confident about any business decisions that I might make. And also integrate leadership model consisting of Conscious Leadership, self-awareness, team awareness and community-awareness ( Grayeb, 2014).

This broader concept of ethical leadership empowers leaders to incorporate and be explicit about their own values and ethics. The following list provides a framework for developing ethical leadership. It is based on the observations of and conversations with a host of executives and students over the past 25 years, and on readings of both popular and scholarly business literature. Written from the perspective of the leader, these ten facets of ethical leaders offer a way to understand ethical leadership that is more complex and more useful than just a matter of “good character and values.”

If you are interested in ethical organizations that call attention to the work, conscience, character, morality, humanity, sacrifice, and principle, then Byron’s “The Power of Principles” is an ultimate guide to assist you with your moral compass. This rare combined perspective, insight from academia and research, experienced CEO from the business world, and theological understandings of the priesthood will guide you in ethical leading into todays market economy. Schein’s “Organizational Culture and Leadership” is a natural blend to The Power of Principles by taking a deeper look at culture and leadership as the two sides of the same coin. Together, these texts will warrant success in your ethical leadership journey.

In order to be a successful ethical leader there are many activities that can be promoted to encourage ethical behavior in one’s organization. An ethical leader will create programs that endorse integrity in business. Programs can include setting guidelines for dealing with ethical issues, open discussion on ethical issues, and establish a protocol for people to get advice (Yukl, 2010). By establishing programs an ethical leader is really changing and encouraging moral behavior which can affect an organizations work environment and improve moral. By empowering your employees to know how to handle ethical dilemmas you create a new found trust.

I will examine the importance of personal ethics in leadership and how ethics produce effective leaders in organizations today. The importance of understanding ethics, motivation to act as a role model and developing a plan of action for an organization are discussed because of their importance regarding development of good leadership. These key points suggest personal ethics positively affect leadership and when made a priority for leaders will produce ethical and effective leadership. With so many definitions of leadership, the question evolved from “what is the definition of leadership?” to “what is good leadership” (Ciulla, 2004, p. 13). To develop a system of values one must compile a list of the most important instrumental values and terminal values. These lists are unique to every individual because they are determined by personal importance. Instrumental values, such as honest, helpful, ambitious, responsible, etc. should reinforce terminal values. Once a leader’s means are consistent with desired goals, their value system is unified and they have climbed the staircase from the lobby to the first level of values. The climb from the first floor to the second floor results in a person incorporating principles into their newly developed values. Although values act as the bedrock of ethics, principles are required because alone, “values are far too vague to have much meaning in ethical analysis” (Cooper, 1998, p. 12). Morals are ideals that help us decipher between right