Unit 6 Ethical and Moral Responsibility in Leadership

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Overview

In this unit we turn our attention to ethical and moral issues that arise in leadership situations, addressing the principles of ethical leadership, and perspectives of ethical leadership from a value-based transformational servant leadership approach.

The leadership theories we have explored all underscore the importance of influence as a component of leadership. Whether one is an emergent or positional leader, leaders have great power to influence and guide those who follow them. As we have discussed, this power can be used for either good or evil. “Leaders have the power to illuminate the lives of followers or to cover them in darkness” (Johnson, 2015, p. 2).

As such, leaders have immense responsibility to those they lead as well as the mission of their organizations. Responsibility is a powerful construct that shapes our decisions, especially in leadership positions. The higher the leadership position, the greater the amount of responsibility. As Maxwell (1993) emphasizes, “Everything rises and falls on leadership” (p. 162).

Learning Objectives

At the end of this unit, you will be able to:

  • Identify moral implications of leadership behavior
  • Synthesize ethical leadership principles with leadership theory
  • Analyze experiences in which organizational practice conflicts with ethical responsibility or personal values

Course Topics

In this unit, we will explore the following topics:

  1. Ethical Leadership
  2. Leading form our Values
  3. Fostering an Ethical Culture

Unit Resources

Online resources will be provided in the unit.

6.1 Ethical Leadership

Ethical leadership is a necessary element in any organization. Northouse (2019) outlines five principles of ethical leadership: “respects others, serves others, shows justice, manifests honesty, and builds community” (p. 347). The principles capture key element of ethical leadership, including honest, respect, and social justice.

Ethical dilemmas range in level of impact – from the employee who is asked to falsify a report, a leader who is considering covering up another’s unethical behavior in order to maintain organizational stability, or the question of what would be considered a fair or moral wage for an employee. Leaders make decisions that influence the health and well-being of their employees, the health of the planet, and the perpetuation of income inequality.

Personal and community morality are central to many religious traditions and thus, ethical behaviour is valued and expected from individuals, communities, and organizations. From a Christian perspective, ethical leadership rests on a higher calling to living a pure and holy life. According to Lewis (1952), God’s call to moral behavior is “hard as nails” (p. 21).

“…we conclude that the Being behind the universe is intensely interested in right conduct — in fair play, unselfishness, courage, good faith, honesty and truthfulness. In that sense we should agree with the account given by Christianity and some other religions, that God is”good.” But do not let us go too fast here. The Moral Law does not give us any grounds for thinking that God is “good” in the sense of being indulgent, or soft, or sympathetic. There is nothing indulgent about the Moral Law. It is as hard as nails. It tells you to do the straight thing and it does not seem to care how painful, or dangerous, or difficult it is to do” (Lewis, 1952, p. 21).

The leadership theories we are studying in this course include principles related to moral and ethical actions. For example, servant leadership is built on the assumption that we must not only consider the needs of others, but also serve others. This focus on others’ needs provides a foundation for ethical decision making.

Servant leaders focus on and anticipate the needs of others. “They can feel the pulse of the world which they inhabit and anticipate the world that is not yet born” (Wong & Davey, 2007, p. 9). This world considers the well-being of those we lead. “What we need most are servant leaders with exceptional abilities blended with hearts full of humility and love. Such leaders can make this world a better place and restore people’s hope in the future” (Wong & Davey, p. 11).

6.2 Leadership from our Values

Ethical leaders and ethical organizations often articulate their values, which serve as a compass for their organizations and as a litmus test when making ethical decision making. One of the most well-known ethical oaths is the Hippocratic Oath, an ethical commitment made by doctors which was used as early as AD 245. While the original text (translated) included the text, “I will abstain from all intentional wrong-doing and harm” the more commonly known version is: “First, do no harm” (Wikipedia, 2019). This oath outlines the values of a profession and a modern version is often used in medical school ceremonies, as students are prepared to join the profession. Likewise, leaders in other organizations often make commitments to ethical standards of practice.

Brown (2018) describes the importance of “living into our values” (p. 188) by both stating our values and living them out in practice. “Living into our values means that we do more than profess our values, we practice them. We walk our talk—we are clear about what we believe and hold important, and we take care that our intentions, words, thoughts, and behaviors align with those beliefs” (Brown, 2018, p. 186).

As leaders, many of us have what we consider a calling to our work. We believe not only in earning our paycheck or meeting the expectations of our role, but of providing an important service, transforming lives, or making a difference in the world. This connection between our values and our work is important for many of us. As Brown (2018) writes, “More often than not, our values are what lead us to the arena door—we’re willing to do something uncomfortable and daring because of our beliefs. And when we get in there and stumble or fall, we need our values to remind us why we went in, especially when we are facedown, covered in dust and sweat and blood.” (p. 186).

This commitment to our values – whether it is the value of social justice, honesty, the Moral Law (as described by Lewis, 1954), the Fruit of the Spirit (Galations 5:22-23), or another ethical framework – provides a foundation on which we, as leaders, can make ethical decisions and create organizational or team cultures that support ethical behavior.

6.3 Fostering an Ethical Culture

Leaders play a unique role as both ethical decision makers, as well as the keepers of ethical organizations that show respect for their members and a commitment to justice. According to Johnson (2015), ethical leadership enhances organizational trust levels, fostering perceptions that the organization is competent, open, concerned for employees, and reliable. Such trust leads to improved organizational performance and greater profitability. Moreover, ethical leadership grows an ethical organizational climate that can increase job satisfaction and commitment to the organization (Johnson, 2015, p. xxi).

Although it may be difficult teach people ethics, it is possible to influence followers’ behaviors through effective leadership. An ethical leadership style has potential to foster ethical climates within teams, organizations, and communities. Transformational leadership, servant leadership, and authentic leadership all include a focus on ethical behavior. According to Johnson (2012), “transformational leaders engage in higher level moral reasoning, demonstrate greater integrity, are more successful at leading ethical organizational turnarounds, encourage the development of positive ethical climates, institutionalize ethical practices, and foster corporate social responsibility” (p. 196).

A great leader does not just tell followers what to do, but develops their confidence and independent decision-making skills. An ethical leader then, has a responsibility to develop the ethical decision-making abilities of those they lead, and to create an institutional cultural in which ethical decision making is expected and reward.

Padilla, Hogan, and Kaiser (2007) describe what they call the “Toxic Triangle” that outlines three elements of unethical organizational behaviors, including leaders who are focused on their own power or ego, followers who are susceptible to unethical behavior or leadership due to their own needs or ambition, and institutional cultures that lack stability and ethical values. From this perspective, ethical behavior is not just the responsibility of the leader – but all members of an organization, community, or team.

Formative Learning Activities (ungraded)

Learning Activity 6.1

  • Read: Northouse (2019) Chapter 13 Leadership Ethics
  • Read: Rowe & Guerrero (2019) Chapter 15 Ethical Leadership
  • Review: Brown (2018) Part 2 Living into our Values

Learning Activity 6.3: Reflective Journal

Take the Ethical Leadership Style Questionnaire in Chapter 13 of Northouse (2019). After completing the assessment, in your Reflective Journal, prepare a 150 word synthesis commenting on the overall results of the survey. What were your results? In what ways do they align with your self-conception or not? As you reflected on these surveys, what did you learn about yourself? Did anything challenge you with respect to the results?

Learning Activity 6.4: Reflective Journal

After reviewing Brown (2018) “Living into our Values,” consider a personal leadership situation in which you have experienced an ethical challenge related to the values, policies, or practices of an organization, team, or community of which you are a member or a leader. Describe the situation. Consider what an ethical response might be to this situation. How do these readings challenge you to think differently and critically about this situation? As a leader, how would you facilitate an ethical culture in this organization? Integrate Brown and other resources into your writing, citing as appropriate.

Note that your Reflective Journal is not graded, but you are encouraged to complete these ungraded activities and integrate your learning into the Community of Inquiry assessment.

Graded Learning Activities (graded)

Learning Activity 6.5: Community of Inquiry (Visual Model)

In this activity, you will reflect on your learning in this unit about ethical leadership, synthesizing your leadership thinking with a chosen leadership theory (servant, transformational, or authentic). Create a visual model of ethical leadership in which you depict principles and values of ethical leadership, and how they relate to a chosen leadership theory. Include a definition of ethical leadership. Be sure to cite sources as appropriate.

Grading Rubric

See the Grading Rubric for the Community of Inquiry (Discussion Posts).