Immanuel Kant's Views on Duties and Ethical Leadership

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.

In a professional environment it is important as a manager to have a specific viewpoint and guideline when it comes to leading a team. Managers are leaders who must know their moral viewpoint and stance before taking on the task of being a leader. This paper will discuss my ethical viewpoint on how managers should lead a team along with the five characteristics I believe a manager should possess and why.

Character is the mental and moral qualities distinctive to an individual, though morality is subjective, in today’s society it is predominantly agreed upon that someone who is of good character has certain qualities that contribute to their decision making, trustworthiness, and intelligence. I previously mentioned prudence, which is the ability to govern oneself by the use of reason to make good judgements that allow you to avoid troublesome situations, which allows one to face the adversities of life while only encountering necessary risks. This is the ultimate show of genuine character, those who can judge for themselves and aren’t afraid to admit their faults, or

Kant had a different ethical system which was based on reason. According to Kant reason was the fundamental authority in determining morality. All humans possess the ability to reason, and out of this ability comes two basic commands: the hypothetical imperative and the categorical imperative. In focusing on the categorical imperative, in this essay I will reveal the underlying relationship between reason and duty.

The objective of this study is to discuss why considerations of moral and ideal leadership, as they have been treated across much of Western history in the Wren text are important to understanding of leadership today, and more specifically, to one's own leadership practice. Toward this end this study will examine the work of J. Thomas Wren entitled "Traditional Classics on Leadership".

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).

Kant: It’s not only what you do that matters, but your motivation behind it as well. / Duty to do something depends not on the other’s rights, but on the rational assessment of what is the right thing to do based on the various types of relationships that you have with that person. / The only thing that is intrinsically good is the good will, rationality to do what is right for the right reason. / Good will is the only thing fully under our control. / Good will is being motivated to do what is good for the right reasons. The right reasons are ones that are rational. / Motivation should come from moral law or duty.

7. Kant’s ethics gives us firm standards that do not depend on results; it injects a humanistic element into moral decision making and stresses the importance of acting on principle and from a sense of duty. Critics, however, worry that (a) Kant’s view of moral worth is too restrictive, (b) the categorical imperative is not a sufficient test of right and wrong, and (c) distinguishing between treating people as means and respecting them as ends in themselves may be difficult in practice.

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).

Ethical leaders espouse moral values, altruism, civic virtue, good citizenship behavior and conscientiousness both in their personal and professional lives. They imbibe the same core values in their followers. They demonstrate moral judgement in their decision making process, influenced by the long term interest of the stake holders. Also ethical leaders hold their followers accountable for their conduct and establish a reward and vicarious learning process for ethical conducts

Immanuel Kant’s principle is a deontological moral philosophy proposing that people must follow an absolute moral standard that does not differ based on individual conditions. Kant believes an action is ethical if it is done not for one’s own pleasure, but if the act is good in itself. He explains this by stating that each of our actions reflects one or more maxims, a principle or intention upon which we act. ‘Duty’, for example, is an objective maxim because it is “irrespective of all objects of desire”. Kant refers to the objective maxim as the Categorical Imperative, which signifies an unconditional obligation that one should abide by in any situation and is justified as an end in itself.

“There is no possibility of thinking of anything at all in this world, or even out of it, which can be regarded as good without qualifications, except a good will.” (Kant, pg.7 393). No other thing that may appear good can be unqualifiedly good, as even “Talents of the mind…Gifts of power…[Other] qualities…Have no intrinsic unconditional worth, but they always presuppose, rather, a good will, which restricts the high esteem in which they are otherwise rightly held.” (Kant, pg.7 393-394). So Immanuel Kant introduces the public to his Grounding for the Metaphysics of Morals, which results not in simply a grounding work, but one that is utterly groundbreaking. This opener, wholly devoted to the establishment of the importance of will and intention, notes the guiding characteristics of a good will. As enumerated previously, Kant recognizes the plausible potential positivity of plenty concepts, but remains of the mind that none of these are good in themselves without the efforts of a good will to guide and restrict them in a manner that perpetuates their positivity.

Leaders who are ethical are people-oriented, and also aware of how their decisions impact others, and use their social power to serve the greater good instead of self-serving interests.

In Kantian ethics, self-interest and inclination are abandoned due to the sole emphasis on one’s duty. Hinman says that a middle ground of duty and inclination is a better foundation for morality. There is no reason to focus only on duty since there are other factors that contribute to an act’s morality.

Responsibility – the leader must take responsibility and ownership of all actions and decisions made during the process. He is to be responsible to his followers and guide them ethically.