Ethical Leadership in 21st Century Global Organizations

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.

This being despite the recession of 2008, we are witnessing an increasingly cooperative and sophisticated international business working environment. While it faces scrutiny in congress currently, the agreement of the Trans-Pacific Partnership treaty was reached in October, 2015; the Transatlantic Trade and Investment Partnership treaty is also seemingly achievable with the revival of American economy in the near future. These new agreements will set up a worldwide business rule structure that will be fulfilled by many major economies. Within this new structure, businessmen and women will face ethical issues globally despite continuing cultural and regional factors still playing a big role within these issues and decisions being made. Learning and analyzing business ethical issues within the case competition will not only assist us to become global business leaders with a deep understanding of corporate social responsibilities but also prepare us to make better decisions for our

MNEs try to maximize profits. How could MNEs maximize profits and minimize profit volatility at the same time?

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)

Ethics must be global, not local. In order to build a truly great global business the leaders need to bring forward a global standard of ethical practices.

My understanding of the seven tasks of the ethical leader in creating value for an organization’s stakeholders is that these seven tasks should lead as a guide to leaders. It is essential for leaders to be role models for their employees. A leader needs to not just think about themselves, but to consider how their actions will affect others, including the image of the company. Having a process for employees to address their concerns and feel they are being heard is very important for leading a team. This creates value and a feeling of belonging within a company. Developing key employees and utilizing their talents also gives them value as well as value for others. This raises the bar for them to step up and become role models as well. Always acting in the best interest of the company, even if it is letting someone go.

In this book, author Robert Starratt provides a framework for building a foundation of ethical leadership based on responsibility, authenticity, and presence. Readers should understand that this book is not how to transform schools, but how to think about affecting change in our teachers, staff, and students.

The purpose of this paper is to reflect on my thoughts on how I can utilize certain methods that will help shape the vision of the organization. I will explain how ethics play a role in leadership and decision making. This week I encountered multiple dilemmas which affected my actions at work, home, and school; in this paper I will exploit those dilemmas and how they are considered weakness that I incorporated in my IDP. Using last week 's assignment to start an IDP, I came up with certain actions (part 3) to take to further advance myself as a leader. The reasoning behind these actions will show how proper ethical actions define a leader, and the influence it holds with the organization’s culture.

The topic that we choose is “The relationship between Leadership and Ethics”. The term ethics has been defined as inquiry into the nature and grounds of morality or a branch of philosophy of human conduct and determine right and wrong (Ferrell, Fraedrich & Ferrell, 2010). In the other words, it includes study of general nature of moral, specific moral choices, moral philosophy, and rules or standards of governing the conduct of the member of a profession (Ferrell et al., 2010).

In the ultimate analysis, organizational and leadership ethics is everybody’s responsibility, not just that of an elite few. This is because leadership is not a person or a position but rather a complex moral relationship between people, based on trust, obligation, commitment, emotion, and a shared vision of the good as cited in Johnstone, 2013).

Ethical leadership encompasses the manner in which one leaders that respects the rights and dignity of other individuals. According to Preston (1996) “ethics is concerned about what is right, fair, just, or good; about what we ought to do, not just what is the case or what is most acceptable or expedient” (p.16). Ethical leadership calls for ethical leaders in the organization. However, although an organization’s beliefs, valves, customs and philosophies need to start from the chief executive, the managers and employees must be dedicated to the organization’s goals for a culture be shaped (Butts Ed.). In order for a strong organizational culture to be successful, components of key valves must be in place and followed. With the

Plato once asked whether you would rather be "an unethical person with a good reputation or an ethical person with a reputation for injustice." Ethical leadership has long been a debate in regards to its importance and place in the universal business world.

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.”

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

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