Employees Ethical Issues With Supervisors

This paper will respond to three questions, “Are all managers leaders?” (Phillips & Gully, 2014, p. 425) “What are some common barriers preventing leaders from behaving ethically and how can these barriers be overcome?” (Phillips & Gully, 2014, p. 450) And “Is it possible for leadership substitutes to be effective?” (Phillips & Gully, 2014, p. 450)

This paper will first discuss briefly what ethics are and provide the definition for an ethical issue. An ethical leadership issue is identified and explained for this author’s practice area. We will then identify and discuss key strategies for leadership that are pertinent to the ethical issue. Next, empirical evidence which supports the strategies discussed will be analyzed. Then, the impact and importance of the strategies will be stated. The final step will be to provide a conclusion to the reader that summarizes the content and strategies.

A leader may exhibit the characteristics of an effective leader such as caring, openness, patience, honesty and trustworthiness, but being aware of ethical considerations is vital. In fact, unethical behavior of the leader derives from being unfamiliar with organizational standards, being incompetent in leading groups or properly

I agree with both of you it’s important for the supervisor to have direct contact with his or her employees. Not only does management need to oversee the daily actives of his or her employees but establish a good relationship as well. In any organization building a rapport with customers is a vital part of customer service.

It is only during moral lapses and corporate scandals that interest groups and the broader public ask themselves the fundamental ethical questions, who are the managers of the organization and were they acting with the ethical guidelines. For a long time, the issue of ethics was largely ignored, with organizations focusing on profit maximization. However, this has changed, and much attention is now focused on ethics management by researchers and leaders. The issue of ethics has arisen at a time when public trust on corporate governance is low, and the legitimacy of leadership is being questioned. Leaders are expected to be the source of moral development and ethical guidance to their employees.

The dominant part of supervisors intend to run ethical organizations, yet corporate debasement is across the board. Some piece of the issue, obviously, is that a few pioneers are unmitigated hooligans, and they coordinate the wrongdoing from the top. In any case, that is uncommon. Substantially more frequently, we accept, workers twist or break morals rules on the grounds that those in control are oblivious to deceptive conduct and may even unknowingly support it.

I used to think that ethical leaders will always be ethical. Contexture pressure may affect leaders’ decision making. Also, I will resist negative contextual pressure and create a healthy ethical climate to reduce unethical behaviors. Leaders should also work to eliminate situational factors like peer pressure, obedience to authority, dehumanization and anonymity because employees may become evildoers under this situations.

Shin, Y., Sung, S., Choi, J., & Kim, M. (2015). Top Management Ethical Leadership and Firm Performance: Mediating Role of Ethical and Procedural Justice Climate. Journal Of Business Ethics, 129(1), 43-57. doi:10.1007/s10551-014-2144-5

CCIB received a SOC 341 report on 8/4/15, by reporting party Jo. RP states that a 53 year old client at the home named Barbara who is diagnosed with autism, depressive “depressive disorder” and cancer. RP stated that Barbara informed RP that her bedroom does not have A/C which is a problem with the heat and the fact the roommate Anita is 80 years old. Barbara also disclosed to RP that the bedroom had bed bugs which came from another room. RP also states that Barbara’s room has had no hot water since 7/31/15. RP states that the meals are a “hit and miss” and Barbara is not able to supplement the meals because she is on a limited income. Barbara also disclosed to RP that up until “1.5” weeks ago dinner was served at 3:00pm because that was when

Leadership is by all means a special talent that not all people possess. A leader must also have ethics to be effective for the long term in the corporate world. These leaders generally implement ethical programs in order to influence an organizations climate (Yukl, 2010). I will evaluate the importance of ethical leadership and the role it plays into today’s organizations. In addition, I will discuss the repercussions a company may have when its leadership allows and even rewards unethical business practices. Lastly, I will apply my personal leadership perspective. My perspective will include the path-goal theory and ethical practices that I find important to

The two aspects of what organizations are doing to create an ethical climate and what they could be doing to augment and incrementally the ethical foundations of an enterprise are discussed in this analysis. The catalyst of ethical behaviors, cultures and frameworks is the senior manager, leader and often the Chief Executive Officer (CEO) of the firm (Brown, 145). As many in the organization seek to emulate this person's values, perceptions and actions, the extent to which a CEO chooses to model ethical behavior will have an immediate and lasting effect on the ethical climate of their organizations. It can and does set the foundation for future ethical maturity and growth as well (Brown, Trevino, Harrison, 121).

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.”

Demirtas and Akdogan (2014) stated that “When behaviors in an organization are perceived to be ethical, these perceptions influence ethical decision making and the behaviors of organizational members as well as their attitudes towards individual jobs” (p.61). The study examined the effect of manager’s ethical leadership on members of the organization. The study argued that by

As leaders use structure to establish the type of culture of the organization, the manager also is responsible for setting the ethical standards for the organization. Lu and Lin (2014) questioned workers of the Taiwan International Port Corporation to measure the relationship between ethical leadership, ethical climate, and ethical behavior. According to Lu and Lin, workers view their organization’s standard operating procedure as the right way of doing business so leaders must set ethical standards to ensure healthy business in their company. Ethical leaders drive the ethical behavior of all employees, regardless where the employee performs their job. This is imperative due to the new trend of virtual distance employees. Hanebuth (2015) stressed that the key to leading a virtual distance team is communication and technology. Leaders must train all staff in the advanced technologies of communicating via computers, tablets, and

Ethical leaders “teach” ethical conduct to employees through their own behavior. For social learning of ethical behavior to take place, role models must be credible in terms of moral behavior. By treating others fairly, honestly, and considerately, leaders become worthy of emulation by others. (Brown & Mitchell, 2010, p. 585).