Leadership Traits And Ethics 6r1a2p
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LEADERSHIP:
Theory, Application, Skill Development 2d Edition
Robert N. Lussier . and Christopher F. Achua
This presentation edited and enhanced by:
George W. Crawford
Asst. Prof. of Mgmt. Clayton College & State University Morrow, GA 30260 [email protected] Copyright ©2004 by South-Western, a division of Thomson Learning. All rights reserved.
2-1
Chapter 2
Copyright ©2004 by South-Western, a division of Thomson Learning. All rights reserved.
2-2
Chapter 2 Learning Outcomes
Benefits of classifying personality traits. Big Five personality dimensions. Universality traits of effective leaders. Trait of dominance. Achievement Motivation Theory and Leader Profile. Theory X, Theory Y, Pygmalion Effect. Four leadership styles and attitude. Three levels of moral development. Stakeholder approach to ethics. Copyright ©2004 by South-Western, a division of Thomson Learning. All rights reserved.
2-3
Traits and Personality
What are traits?
Copyright ©2004 by South-Western, a division of Thomson Learning. All rights reserved.
2-4
Traits and Personality
What are traits? Distinguishing personal characteristics Copyright ©2004 by South-Western, a division of Thomson Learning. All rights reserved.
2-5
Traits and Personality
What is personality?
Copyright ©2004 by South-Western, a division of Thomson Learning. All rights reserved.
2-6
Traits and Personality What is personality? A combination of traits that classifies an individual’s behavior
Copyright ©2004 by South-Western, a division of Thomson Learning. All rights reserved.
2-7
Traits and Personality Traits: Distinguishing personal characteristics Personality: A combination of traits that classifies an individual’s behavior
What value do they have in the study of leadership?
Copyright ©2004 by South-Western, a division of Thomson Learning. All rights reserved.
2-8
What is/was the Great Man (Person) Approach?
Copyright ©2004 by South-Western, a division of Thomson Learning. All rights reserved.
2-9
Great Man (Person) Approach
Sought to identify
the traits effective leaders possessed.
Was it successful?
Copyright ©2004 by South-Western, a division of Thomson Learning. All rights reserved.
2-10
Big Five Model of Personality Surgency
Agreeableness
Conscientiousness
Adjustment
Openness to experience
e: Adapted from T.A. Judge, D. Heller, and M.K. Mount, 2002. “Five Factor Model of Personality and Job Satisfaction: A Meta-Analysis.”
al of Applied Psychology,87 (June), 530(12) Copyright ©2004 by South-Western, a division of Thomson Learning. All rights reserved.
2-11
The Big Five
Surgency (dominance)
Agreeableness
Leadership & Extraversion traits Getting along with people traits
Adjustment
Emotional stability traits
Copyright ©2004 by South-Western, a division of Thomson Learning. All rights reserved.
2-12
The Big Five
Conscientiousness
Openness to experience
Achievement traits Willingness to try new things traits
With all of this, why are many leaders unsuccessful?
Copyright ©2004 by South-Western, a division of Thomson Learning. All rights reserved.
2-13
1.Bullying 1.Bullying style style 2.Cold, 2.Cold, aloof, aloof, arrogant arrogant
6 3.Betrayed 3.Betrayed personal personal trust trust Major Reasons 4.Self-centered 4.Self-centered for 5.Specific 5.Specific performance performance Executive problems problems Derailment
6.Overmanaged 6.Overmanaged
Copyright ©2004 by South-Western, a division of Thomson Learning. All rights reserved.
2-14
What are some traits of effective leaders?
Copyright ©2004 by South-Western, a division of Thomson Learning. All rights reserved.
2-15
Locus Locus of of Control Control High High energy energy
Dominance Dominance
Self-confident Self-confident
Integrity Integrity
9 Traits of Effective Leaders Stability Stability
Flexibility Flexibility
Sensitivity Sensitivity to to others others Intelligence Intelligence
Copyright ©2004 by South-Western, a division of Thomson Learning. All rights reserved.
2-16
Traits of Effective Leaders
Dominance
High Energy
Want to be in charge Affects all other traits Drive, hard work, stamina, persistence
Self-confidence
Trust own judgments, decisions, ideas, capabilities
Copyright ©2004 by South-Western, a division of Thomson Learning. All rights reserved.
2-17
Traits of Effective Leaders
Locus of Control
Stability
Emotionally in control, secure, positive
Integrity
Belief in control of own destiny
Honest, ethical, trustworthy
Intelligence
Above average, educated
Copyright ©2004 by South-Western, a division of Thomson Learning. All rights reserved.
2-18
Traits of Effective Leaders
Emotional Intelligence
Flexibility
Self-awareness, managing emotions, motivating oneself, empathy, social skills Change, adjust to changes
Sensitivity
Understand group , communicate well, people centered
Copyright ©2004 by South-Western, a division of Thomson Learning. All rights reserved.
2-19
What is Achievement Motivation Theory?
Copyright ©2004 by South-Western, a division of Thomson Learning. All rights reserved.
2-20
Achievement Motivation Theory Attempts to explain and predict behavior and performance based on a person’s need for achievement, power, and affiliation. What are the characteristics of each need?
Copyright ©2004 by South-Western, a division of Thomson Learning. All rights reserved.
2-21
Need for Achievement
Internal locus of control Self-confidence High energy Goal oriented
Realistic goals
Moderate risks Competitive
Copyright ©2004 by South-Western, a division of Thomson Learning. All rights reserved.
2-22
Need for Affiliation
Strong personal relationships Sensitivity to others ers Prefer “helping professions” Concerned about what people think of them Usually have low need for power
Avoid leadership
Copyright ©2004 by South-Western, a division of Thomson Learning. All rights reserved.
2-23
What is the Leader Motive Profile (LMP)?
Copyright ©2004 by South-Western, a division of Thomson Learning. All rights reserved.
2-24
Leader Motive Profile (LMP)
A set of traits that match up to the “typical” effective leader Tends to have a high need for power, a moderate need for achievement, and a lesser need for affiliation These vary significantly from leader to leader
Copyright ©2004 by South-Western, a division of Thomson Learning. All rights reserved.
2-25
Need for Power
Want to be in charge (in authority) Self-confident High energy Competitive Ambitious Less concerned with people
Copyright ©2004 by South-Western, a division of Thomson Learning. All rights reserved.
2-26
POWER
Much maligned word Power is the fuel of accomplishment Leadership = Power Socialized Power: Used for the good of one’s self, the group, and the organization Personalized Power: Used for selfish reasons and contrary to the good of the group and organization
Copyright ©2004 by South-Western, a division of Thomson Learning. All rights reserved.
2-27
What are Theory X and Theory Y?
Copyright ©2004 by South-Western, a division of Thomson Learning. All rights reserved.
2-28
Theory X
People are lazy Dislike work Do as little as possible Must be closely supervised Carrot & stick management
vs. Theory Y
People are motivated Get satisfaction from work Will do what is right for organization Participative management
Copyright ©2004 by South-Western, a division of Thomson Learning. All rights reserved.
2-29
Theory X .....…......Theory Y (Autocratic)
Control
(Participative)
Suppor t
Copyright ©2004 by South-Western, a division of Thomson Learning. All rights reserved.
2-30
What is the Pygmalion Effect?
Copyright ©2004 by South-Western, a division of Thomson Learning. All rights reserved.
2-9 2-31
Pygmalion Effect Managers’ attitudes, expectations, and treatment of employees explain and predict behavior and performance.
Copyright ©2004 by South-Western, a division of Thomson Learning. All rights reserved.
2-32
“If you think you can, you can, if you think you can’t, you can’t.” What does this mean? Copyright ©2004 by South-Western, a division of Thomson Learning. All rights reserved.
2-33
How can a would-be leader develop a positive self concept?
Copyright ©2004 by South-Western, a division of Thomson Learning. All rights reserved.
2-34
Develop a Positive Self Concept
Consciously Push out pessimism Cultivate optimism Stop complaining Avoid negative people Set and achieve goals Focus on success
Do not dwell on failure
Copyright ©2004 by South-Western, a division of Thomson Learning. All rights reserved.
2-35
Develop a Positive Self Concept
Accept compliments Don’t belittle your accomplishments Don’t compare yourself to others Focus on being the best you can be Think for yourself Be a positive role model Help others
Copyright ©2004 by South-Western, a division of Thomson Learning. All rights reserved.
2-36
Leadership Styles Based on Attitudes Theory Y Attitudes
Theory X Attitudes
Positive
•Gives and accepts positive
•Bossy
•Pushy
SelfConcept
•Expects others to succeed
•Impatient
•Critical
Negative
•Afraid to make decisions
•Pessimistic
SelfConcept
•Unassertive
•Promotes hopelessness
•Self-blaming
•Autocratic
•Lets others do the job their way
Copyright ©2004 by South-Western, a division of Thomson Learning. All rights reserved.
2-37
What are ethics?
Copyright ©2004 by South-Western, a division of Thomson Learning. All rights reserved.
2-38
Ethics
Ethics are the standards of right and wrong that influence behavior
There are moral absolutes Business ethics are always suspected People set the ethical standards, not organizations Integrity is essential in leadership
Copyright ©2004 by South-Western, a division of Thomson Learning. All rights reserved.
2-39
Ethics and Integrity Integrity is an important leadership trait Ethics and trust are part of integrity Must start within the organization
Copyright ©2004 by South-Western, a division of Thomson Learning. All rights reserved.
2-40
Traits, Attitudes, and Ethics Ethics related to need and traits Unethical behavior more likely
Emotionally unstable External locus of control
Copyright ©2004 by South-Western, a division of Thomson Learning. All rights reserved.
2-41
Moral Development and Ethics
Understanding right from wrong Three levels
Preconventional: Based on self-interests Conventional: Based on expectations of others Postconventional: Based on moral principles regardless of leader or group ethics
e: Adapted from Lawrence Kohlberg, “Moral Stages and Moralization: The Cognitive-Development Approach.” In Thomas
Moral Development and Behavior: Theory, Research, and Social Issues (Austin, TX: Holt, Rinehart and Winston , 1976), 3 Copyright ©2004 by South-Western, a division of Thomson Learning. All rights reserved.
2-42
The Situation and Ethics
People are more likely to act unethically Highly competitive situations Unsupervised situations
Copyright ©2004 by South-Western, a division of Thomson Learning. All rights reserved.
2-43
Justifications for Unethical Behavior
Moral justification:
Displacement of responsibility:
In of a higher purpose
Blaming your behavior on others
Diffusion of responsibility:
A group is responsible, no one person
Copyright ©2004 by South-Western, a division of Thomson Learning. All rights reserved.
2-44
Justifications for Unethical Behavior
Advantageous comparison:
Disregarding or distorting consequences:
Minimizing the harm caused
Attribution of blame:
Others are worse
Caused by someone else’s behavior
Euphemistic labeling
Covering it with cosmetic words
Copyright ©2004 by South-Western, a division of Thomson Learning. All rights reserved.
2-45
Golden Rule “Do unto others as you want them to do unto you.” or “Don’t do anything to other people that you would not want them to do to you.”
Copyright ©2004 by South-Western, a division of Thomson Learning. All rights reserved.
2-46
Four-Way Test of Ethical Behavior Is it true? If it fair? Will it build good will? Will it benefit all concerned?
Copyright ©2004 by South-Western, a division of Thomson Learning. All rights reserved.
2-47
Stakeholder Approach “Am I proud to tell the relevant stakeholders my decision?”
Copyright ©2004 by South-Western, a division of Thomson Learning. All rights reserved.
2-48
Stakeholder’s Approach to Ethics Creates a win-win situation for relevant parties affected by the decision. Copyright ©2004 by South-Western, a division of Thomson Learning. All rights reserved.
Win-Win
2-49
Very few people see themselves as unethical!
Copyright ©2004 by South-Western, a division of Thomson Learning. All rights reserved.
2-50
Discussion Question #1 Would you predict that a person with a very strong agreeableness personality dimension would be a successful programmer? Why or why not?
Copyright ©2004 by South-Western, a division of Thomson Learning. All rights reserved.
2-51
Discussion Question #2
What is the primary use of personality profiles?
Copyright ©2004 by South-Western, a division of Thomson Learning. All rights reserved.
2-52
Discussion Question #3
What are some of the traits that describe the high-energy trait?
Copyright ©2004 by South-Western, a division of Thomson Learning. All rights reserved.
2-53
Discussion Question #4 Is the locus of control important to leaders? Why?
Copyright ©2004 by South-Western, a division of Thomson Learning. All rights reserved.
2-54
Discussion Question #5
What does intelligence have to do with leadership?
Copyright ©2004 by South-Western, a division of Thomson Learning. All rights reserved.
2-55
Discussion Question #6
Does sensitivity to others mean that the leader does what the followers want to do?
Copyright ©2004 by South-Western, a division of Thomson Learning. All rights reserved.
2-56
Discussion Question #7 Does McClelland believe that power is good or bad? Why?
Copyright ©2004 by South-Western, a division of Thomson Learning. All rights reserved.
2-57
Discussion Question #8 Should a leader have a dominant need for achievement to be successful? Why or why not?
Copyright ©2004 by South-Western, a division of Thomson Learning. All rights reserved.
2-58
Discussion Question #9 McGregor published Theory X and Theory Y over 30 years ago. Do we still have Theory X managers? Why?
Copyright ©2004 by South-Western, a division of Thomson Learning. All rights reserved.
2-59
Discussion Question #10
In test examples related to the Pygmalion effect, Lou Holtz calls for setting a higher standard. Have the standards in school, society, and work increased or decreased over the last five years? Copyright ©2004 by South-Western, a division of Thomson Learning. All rights reserved.
2-60
Discussion Question #11
Do you believe that if you use ethical behavior it will pay off in the long run?
Copyright ©2004 by South-Western, a division of Thomson Learning. All rights reserved.
2-61
Discussion Question #12
Can ethics be taught and learned?
Copyright ©2004 by South-Western, a division of Thomson Learning. All rights reserved.
2-62
Discussion Question #13
Which personal traits are more closely related to ethical and unethical behavior?
Copyright ©2004 by South-Western, a division of Thomson Learning. All rights reserved.
2-63
Discussion Question #14
Do people change their level of moral development based on the situation?
Copyright ©2004 by South-Western, a division of Thomson Learning. All rights reserved.
2-64
Discussion Question #15
Why do people justify their unethical behavior?
Copyright ©2004 by South-Western, a division of Thomson Learning. All rights reserved.
2-65
Discussion Question #16
Which justification do you think is used most often?
Copyright ©2004 by South-Western, a division of Thomson Learning. All rights reserved.
2-66
Discussion Question #17
As related to the simple guide to ethical behavior, how do you want to be led?
Copyright ©2004 by South-Western, a division of Thomson Learning. All rights reserved.
2-67
Theory, Application, Skill Development 2d Edition
Robert N. Lussier . and Christopher F. Achua
This presentation edited and enhanced by:
George W. Crawford
Asst. Prof. of Mgmt. Clayton College & State University Morrow, GA 30260 [email protected] Copyright ©2004 by South-Western, a division of Thomson Learning. All rights reserved.
2-1
Chapter 2
Copyright ©2004 by South-Western, a division of Thomson Learning. All rights reserved.
2-2
Chapter 2 Learning Outcomes
Benefits of classifying personality traits. Big Five personality dimensions. Universality traits of effective leaders. Trait of dominance. Achievement Motivation Theory and Leader Profile. Theory X, Theory Y, Pygmalion Effect. Four leadership styles and attitude. Three levels of moral development. Stakeholder approach to ethics. Copyright ©2004 by South-Western, a division of Thomson Learning. All rights reserved.
2-3
Traits and Personality
What are traits?
Copyright ©2004 by South-Western, a division of Thomson Learning. All rights reserved.
2-4
Traits and Personality
What are traits? Distinguishing personal characteristics Copyright ©2004 by South-Western, a division of Thomson Learning. All rights reserved.
2-5
Traits and Personality
What is personality?
Copyright ©2004 by South-Western, a division of Thomson Learning. All rights reserved.
2-6
Traits and Personality What is personality? A combination of traits that classifies an individual’s behavior
Copyright ©2004 by South-Western, a division of Thomson Learning. All rights reserved.
2-7
Traits and Personality Traits: Distinguishing personal characteristics Personality: A combination of traits that classifies an individual’s behavior
What value do they have in the study of leadership?
Copyright ©2004 by South-Western, a division of Thomson Learning. All rights reserved.
2-8
What is/was the Great Man (Person) Approach?
Copyright ©2004 by South-Western, a division of Thomson Learning. All rights reserved.
2-9
Great Man (Person) Approach
Sought to identify
the traits effective leaders possessed.
Was it successful?
Copyright ©2004 by South-Western, a division of Thomson Learning. All rights reserved.
2-10
Big Five Model of Personality Surgency
Agreeableness
Conscientiousness
Adjustment
Openness to experience
e: Adapted from T.A. Judge, D. Heller, and M.K. Mount, 2002. “Five Factor Model of Personality and Job Satisfaction: A Meta-Analysis.”
al of Applied Psychology,87 (June), 530(12) Copyright ©2004 by South-Western, a division of Thomson Learning. All rights reserved.
2-11
The Big Five
Surgency (dominance)
Agreeableness
Leadership & Extraversion traits Getting along with people traits
Adjustment
Emotional stability traits
Copyright ©2004 by South-Western, a division of Thomson Learning. All rights reserved.
2-12
The Big Five
Conscientiousness
Openness to experience
Achievement traits Willingness to try new things traits
With all of this, why are many leaders unsuccessful?
Copyright ©2004 by South-Western, a division of Thomson Learning. All rights reserved.
2-13
1.Bullying 1.Bullying style style 2.Cold, 2.Cold, aloof, aloof, arrogant arrogant
6 3.Betrayed 3.Betrayed personal personal trust trust Major Reasons 4.Self-centered 4.Self-centered for 5.Specific 5.Specific performance performance Executive problems problems Derailment
6.Overmanaged 6.Overmanaged
Copyright ©2004 by South-Western, a division of Thomson Learning. All rights reserved.
2-14
What are some traits of effective leaders?
Copyright ©2004 by South-Western, a division of Thomson Learning. All rights reserved.
2-15
Locus Locus of of Control Control High High energy energy
Dominance Dominance
Self-confident Self-confident
Integrity Integrity
9 Traits of Effective Leaders Stability Stability
Flexibility Flexibility
Sensitivity Sensitivity to to others others Intelligence Intelligence
Copyright ©2004 by South-Western, a division of Thomson Learning. All rights reserved.
2-16
Traits of Effective Leaders
Dominance
High Energy
Want to be in charge Affects all other traits Drive, hard work, stamina, persistence
Self-confidence
Trust own judgments, decisions, ideas, capabilities
Copyright ©2004 by South-Western, a division of Thomson Learning. All rights reserved.
2-17
Traits of Effective Leaders
Locus of Control
Stability
Emotionally in control, secure, positive
Integrity
Belief in control of own destiny
Honest, ethical, trustworthy
Intelligence
Above average, educated
Copyright ©2004 by South-Western, a division of Thomson Learning. All rights reserved.
2-18
Traits of Effective Leaders
Emotional Intelligence
Flexibility
Self-awareness, managing emotions, motivating oneself, empathy, social skills Change, adjust to changes
Sensitivity
Understand group , communicate well, people centered
Copyright ©2004 by South-Western, a division of Thomson Learning. All rights reserved.
2-19
What is Achievement Motivation Theory?
Copyright ©2004 by South-Western, a division of Thomson Learning. All rights reserved.
2-20
Achievement Motivation Theory Attempts to explain and predict behavior and performance based on a person’s need for achievement, power, and affiliation. What are the characteristics of each need?
Copyright ©2004 by South-Western, a division of Thomson Learning. All rights reserved.
2-21
Need for Achievement
Internal locus of control Self-confidence High energy Goal oriented
Realistic goals
Moderate risks Competitive
Copyright ©2004 by South-Western, a division of Thomson Learning. All rights reserved.
2-22
Need for Affiliation
Strong personal relationships Sensitivity to others ers Prefer “helping professions” Concerned about what people think of them Usually have low need for power
Avoid leadership
Copyright ©2004 by South-Western, a division of Thomson Learning. All rights reserved.
2-23
What is the Leader Motive Profile (LMP)?
Copyright ©2004 by South-Western, a division of Thomson Learning. All rights reserved.
2-24
Leader Motive Profile (LMP)
A set of traits that match up to the “typical” effective leader Tends to have a high need for power, a moderate need for achievement, and a lesser need for affiliation These vary significantly from leader to leader
Copyright ©2004 by South-Western, a division of Thomson Learning. All rights reserved.
2-25
Need for Power
Want to be in charge (in authority) Self-confident High energy Competitive Ambitious Less concerned with people
Copyright ©2004 by South-Western, a division of Thomson Learning. All rights reserved.
2-26
POWER
Much maligned word Power is the fuel of accomplishment Leadership = Power Socialized Power: Used for the good of one’s self, the group, and the organization Personalized Power: Used for selfish reasons and contrary to the good of the group and organization
Copyright ©2004 by South-Western, a division of Thomson Learning. All rights reserved.
2-27
What are Theory X and Theory Y?
Copyright ©2004 by South-Western, a division of Thomson Learning. All rights reserved.
2-28
Theory X
People are lazy Dislike work Do as little as possible Must be closely supervised Carrot & stick management
vs. Theory Y
People are motivated Get satisfaction from work Will do what is right for organization Participative management
Copyright ©2004 by South-Western, a division of Thomson Learning. All rights reserved.
2-29
Theory X .....…......Theory Y (Autocratic)
Control
(Participative)
Suppor t
Copyright ©2004 by South-Western, a division of Thomson Learning. All rights reserved.
2-30
What is the Pygmalion Effect?
Copyright ©2004 by South-Western, a division of Thomson Learning. All rights reserved.
2-9 2-31
Pygmalion Effect Managers’ attitudes, expectations, and treatment of employees explain and predict behavior and performance.
Copyright ©2004 by South-Western, a division of Thomson Learning. All rights reserved.
2-32
“If you think you can, you can, if you think you can’t, you can’t.” What does this mean? Copyright ©2004 by South-Western, a division of Thomson Learning. All rights reserved.
2-33
How can a would-be leader develop a positive self concept?
Copyright ©2004 by South-Western, a division of Thomson Learning. All rights reserved.
2-34
Develop a Positive Self Concept
Consciously Push out pessimism Cultivate optimism Stop complaining Avoid negative people Set and achieve goals Focus on success
Do not dwell on failure
Copyright ©2004 by South-Western, a division of Thomson Learning. All rights reserved.
2-35
Develop a Positive Self Concept
Accept compliments Don’t belittle your accomplishments Don’t compare yourself to others Focus on being the best you can be Think for yourself Be a positive role model Help others
Copyright ©2004 by South-Western, a division of Thomson Learning. All rights reserved.
2-36
Leadership Styles Based on Attitudes Theory Y Attitudes
Theory X Attitudes
Positive
•Gives and accepts positive
•Bossy
•Pushy
SelfConcept
•Expects others to succeed
•Impatient
•Critical
Negative
•Afraid to make decisions
•Pessimistic
SelfConcept
•Unassertive
•Promotes hopelessness
•Self-blaming
•Autocratic
•Lets others do the job their way
Copyright ©2004 by South-Western, a division of Thomson Learning. All rights reserved.
2-37
What are ethics?
Copyright ©2004 by South-Western, a division of Thomson Learning. All rights reserved.
2-38
Ethics
Ethics are the standards of right and wrong that influence behavior
There are moral absolutes Business ethics are always suspected People set the ethical standards, not organizations Integrity is essential in leadership
Copyright ©2004 by South-Western, a division of Thomson Learning. All rights reserved.
2-39
Ethics and Integrity Integrity is an important leadership trait Ethics and trust are part of integrity Must start within the organization
Copyright ©2004 by South-Western, a division of Thomson Learning. All rights reserved.
2-40
Traits, Attitudes, and Ethics Ethics related to need and traits Unethical behavior more likely
Emotionally unstable External locus of control
Copyright ©2004 by South-Western, a division of Thomson Learning. All rights reserved.
2-41
Moral Development and Ethics
Understanding right from wrong Three levels
Preconventional: Based on self-interests Conventional: Based on expectations of others Postconventional: Based on moral principles regardless of leader or group ethics
e: Adapted from Lawrence Kohlberg, “Moral Stages and Moralization: The Cognitive-Development Approach.” In Thomas
Moral Development and Behavior: Theory, Research, and Social Issues (Austin, TX: Holt, Rinehart and Winston , 1976), 3 Copyright ©2004 by South-Western, a division of Thomson Learning. All rights reserved.
2-42
The Situation and Ethics
People are more likely to act unethically Highly competitive situations Unsupervised situations
Copyright ©2004 by South-Western, a division of Thomson Learning. All rights reserved.
2-43
Justifications for Unethical Behavior
Moral justification:
Displacement of responsibility:
In of a higher purpose
Blaming your behavior on others
Diffusion of responsibility:
A group is responsible, no one person
Copyright ©2004 by South-Western, a division of Thomson Learning. All rights reserved.
2-44
Justifications for Unethical Behavior
Advantageous comparison:
Disregarding or distorting consequences:
Minimizing the harm caused
Attribution of blame:
Others are worse
Caused by someone else’s behavior
Euphemistic labeling
Covering it with cosmetic words
Copyright ©2004 by South-Western, a division of Thomson Learning. All rights reserved.
2-45
Golden Rule “Do unto others as you want them to do unto you.” or “Don’t do anything to other people that you would not want them to do to you.”
Copyright ©2004 by South-Western, a division of Thomson Learning. All rights reserved.
2-46
Four-Way Test of Ethical Behavior Is it true? If it fair? Will it build good will? Will it benefit all concerned?
Copyright ©2004 by South-Western, a division of Thomson Learning. All rights reserved.
2-47
Stakeholder Approach “Am I proud to tell the relevant stakeholders my decision?”
Copyright ©2004 by South-Western, a division of Thomson Learning. All rights reserved.
2-48
Stakeholder’s Approach to Ethics Creates a win-win situation for relevant parties affected by the decision. Copyright ©2004 by South-Western, a division of Thomson Learning. All rights reserved.
Win-Win
2-49
Very few people see themselves as unethical!
Copyright ©2004 by South-Western, a division of Thomson Learning. All rights reserved.
2-50
Discussion Question #1 Would you predict that a person with a very strong agreeableness personality dimension would be a successful programmer? Why or why not?
Copyright ©2004 by South-Western, a division of Thomson Learning. All rights reserved.
2-51
Discussion Question #2
What is the primary use of personality profiles?
Copyright ©2004 by South-Western, a division of Thomson Learning. All rights reserved.
2-52
Discussion Question #3
What are some of the traits that describe the high-energy trait?
Copyright ©2004 by South-Western, a division of Thomson Learning. All rights reserved.
2-53
Discussion Question #4 Is the locus of control important to leaders? Why?
Copyright ©2004 by South-Western, a division of Thomson Learning. All rights reserved.
2-54
Discussion Question #5
What does intelligence have to do with leadership?
Copyright ©2004 by South-Western, a division of Thomson Learning. All rights reserved.
2-55
Discussion Question #6
Does sensitivity to others mean that the leader does what the followers want to do?
Copyright ©2004 by South-Western, a division of Thomson Learning. All rights reserved.
2-56
Discussion Question #7 Does McClelland believe that power is good or bad? Why?
Copyright ©2004 by South-Western, a division of Thomson Learning. All rights reserved.
2-57
Discussion Question #8 Should a leader have a dominant need for achievement to be successful? Why or why not?
Copyright ©2004 by South-Western, a division of Thomson Learning. All rights reserved.
2-58
Discussion Question #9 McGregor published Theory X and Theory Y over 30 years ago. Do we still have Theory X managers? Why?
Copyright ©2004 by South-Western, a division of Thomson Learning. All rights reserved.
2-59
Discussion Question #10
In test examples related to the Pygmalion effect, Lou Holtz calls for setting a higher standard. Have the standards in school, society, and work increased or decreased over the last five years? Copyright ©2004 by South-Western, a division of Thomson Learning. All rights reserved.
2-60
Discussion Question #11
Do you believe that if you use ethical behavior it will pay off in the long run?
Copyright ©2004 by South-Western, a division of Thomson Learning. All rights reserved.
2-61
Discussion Question #12
Can ethics be taught and learned?
Copyright ©2004 by South-Western, a division of Thomson Learning. All rights reserved.
2-62
Discussion Question #13
Which personal traits are more closely related to ethical and unethical behavior?
Copyright ©2004 by South-Western, a division of Thomson Learning. All rights reserved.
2-63
Discussion Question #14
Do people change their level of moral development based on the situation?
Copyright ©2004 by South-Western, a division of Thomson Learning. All rights reserved.
2-64
Discussion Question #15
Why do people justify their unethical behavior?
Copyright ©2004 by South-Western, a division of Thomson Learning. All rights reserved.
2-65
Discussion Question #16
Which justification do you think is used most often?
Copyright ©2004 by South-Western, a division of Thomson Learning. All rights reserved.
2-66
Discussion Question #17
As related to the simple guide to ethical behavior, how do you want to be led?
Copyright ©2004 by South-Western, a division of Thomson Learning. All rights reserved.
2-67
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