Respond as if you are speaking to the student DISSCUSSION 1 Ethical Leadership Read the An improved measure of ethical leadership article by Yukl, Mahsud, Hassan, & Prussia (2013), as well as Chapter 7 of Gonzalez-Padron (2015). Complete the Checklist: Ethical Leadership Questionnaire, then answer these following questions from the text: • Describe the behaviors that are most important for you to feel trust in the ethical leadership of a supervisor, manager, or company executive? • Describe any descriptors in the list that are difficult to observe? • Analyze how ethical leadership can be measured in an organization? • Evaluate how personal experience with a leader (e.g., work assignments, disciplinary actions) skew your assessment of his or her ethical leadership? Cite an example based on personal experience. #1 Dejanay Wayne • Describe the behaviors that are most important for you to feel trust in the ethical leadership of a supervisor, manager, or company executive? The behaviors that are most important for me to feel trust in the ethical leadership of a supervisor are integrity, compassion, and determination. This could be summed up as leading by example but to further elaborate, a boss or manager should always do the right thing even when no one is looking. There are a lo of moments when my team has to leave the office and if the manager is not showing integrity, it is easy for an associate to feel that they can do the exact same thing. Compassion is needed because not everyone grew up from the same background or have the same work ethic so it is imperative that you meet people where they are at and offer all the training and development that you can. Due to the current climate of my organization, it would also be ideal if the leader was transformational. Gonzalez-Padron describes transformational leaders motivate others by appealing to morale and inspiring them to achieve greater outcomes. Transformational approaches are relation-oriented, focusing on collaboration to meet organizational goals. (2015) • Describe any descriptors in the list that are difficult to observe? There are not any descriptors in the list that are difficult to observe because I grew up in Oakland, CA and attended college in La Jolla and I was very active on campus prior to graduating and becoming a full-time working professional. One thing that I would like to see more of from my current boss is proactiveness. With added duties sometimes it is hard for him to continue working once one task is finished. • Analyze how ethical leadership can be measured in an organization? Ethical leadership can be measure in a company by having monthly and quarterly reviews. There can also be reward for organizational stewardship. According to the article, An Improved Measure of Ethical Leadership, Organizational stewardship involves social responsibility values and the belief that the organization should contribute to society (e.g., believes that it needs to play a moral role in society, encourages me to have a community spirit in the workplace, is preparing the organization to make a positive difference in the future). (2013) • Evaluate how personal experience with a leader (e.g., work assignments, disciplinary actions) skew your assessment of his or her ethical leadership? Cite an example based on personal experience. I have an issue with time, it has been like that for a while. We have a five minute grace period at work for start of shift, lunch, and end of shift. For the life of me I cannot seem to make it five minutes early and I abuse the five minute grace period. After using the grace period about ten times, I was given a verbal warning which is nice because it could have been a written warning which would have counted a #2 Aldo Carranza Perez Describe the behaviors that are mot important for you to feel trust in the ethical leadership of a supervisor, manager, or company executive? Based on my work experience, and prior to this week’s lecture and assigned reading, these are the behaviors I considered most important for me to feel trust in the ethical leadership of a supervisor, manager, or company executive: • Demonstrate to have a strong moral character • Set an example of ethical conduct • Have an Oper-door policy with employees and show transparency with employees • Be respectful towards employees and other colleagues • Demonstrate consistency in behavior that reflects core values Reading the article and assigned text helped open my eyes a little wider to the key identifying behaviors of an ethical leader, which will be discussed in subsequent prompts of this discussion post. Describe any descriptors in the list that are difficult to observe. The first three behaviors on my list are easy to observe, I believe. However, the latter two, although easy to observe when one is present, could easily be a facade that is difficult to identify. For example, a supervisor could treat his employees with respect then treat contractors terribly when his employees are not present. He or she could even take advantage of contracted workers and underpay them. This could tie into the final behavior, which requires an ethical leader to demonstrate consistency in ethical behavior. It is impossible to observe a leader at all times, and therefore also difficult to observe consistency. Analyze how ethical leadership can be measured in an organization. Gonzalez-Padron (2015) compiled a list of four behaviors that can be used to measure ethical leadership in an organization. These are: 1. An ethical leader must exhibit a strong moral character and integrity 2. He or she is altruistic and demonstrates respect for others 3. The decisions of ethical leaders demonstrate a collective motivation that promotes team or organizational interests over self-serving interests 4. Ethical leaders encourage ethical conduct in the organization and promotion decisions Evaluate how personal experience with a leader skew your assessment of his or her ethical leadership? It is important to remember in any conversation regarding ethical behavior that “ethics” as a concept refers to a potential conflict of values and principles. So when assessing a leader for ethical behavior, an individual can be skewed by his or her experience with the leader. Gonzalez-Padron (2015) explains that feelings of supervisor effectiveness, trust, and satisfaction with influence their judgement of leaders. I experienced this previously with one of my managers, who I grew to be very close to. He could be described best as a transformational leader. At one point, there was a position available for leaders to promote and letters of recommendation from their employees had to be submitted along with their application. I was happy to write one for him and really thought he was a shoe-in for the promotion. Ultimately, when he did not get the job, it was difficult for me to see why the organization would have chosen somebody other than him. In hindsight, the other candidate obviously had qualities they were looking for. DISCUSSION 2 Recognizing and Identifying Ethical Leadership Failures Prior to beginning your discussion, read Understanding (and preventing) ethical leadership failures (Links to an external site.). After reading the article, give an example of one or more leadership failures that you are familiar with. You may use an organization, group, or political figure for your discussion. Describe the failure(s) in detail. Analyze how the failure(s) could have been mitigated. #1 Meghan Zhowandai According to Thornton (2014), “Ethical leadership failures can be caused by different types of problems that may compound. Some of these problems are individual, and others may be embedded in the organizational culture.” One of the most famous unethical leadership failures is Enron’s failure due to their poor management. Enron was a successful energy company in America. Enron’s executives used accounting loopholes, unique purpose entities, and false error reporting to hide billions of dollars of debt from failed deals and projects. (Pugh, 2019). The scandal involved Enron and its external auditor, Arthur Anderson, who was manipulating the audits about the company’s operation and cash flow. In 2001 the company filed for bankruptcy, one of the largest bankruptcy in U.S. history. After the investigation, the top leaders were found guilty of charges related to their role in the company’s collapse. “after allegations of massive accounting fraud wiped out $78 billion in stock market value and led to the collapse of Arthur Andersen and the passage of the Sarbanes-Oxley Act of 2002. A class action settlement of $7.185 billion was the largest of all time. Former President Jeff Skilling is serving a 24-year sentence” Partners, K. &. (n.d.). The Enron leadership failure involved both the organization and the individual. The organizational culture promoted unethical practices as top leaders and employees were too busy making deals without considering the risks and reputation. This failure proves that the auditor knew about Enron’s accounting issue, but he didn’t report it. To avoid a big scandal such as this one, the organization would need to have a robust ethics culture and an ethics officer to observe and ensure such a problem doesn’t occur in companies. According to Gonzalez (2013), “A strong ethical culture creates greater organizational commitment, stronger job satisfaction, and higher performance in employees. The ethical culture of an organization can incentivize employees’ behaviors, align the informal culture of the organization with formal policies and procedures, and attract and retain a talented workforce.” A secure culture could have helped avoid this scandal; such behavior wouldn’t have happened in a culture with honesty, integrity, and ethics as its primary building blocks. There should also be ethical pieces of training available to all employees regularly, especially in companies dealing with a tremendous amount of money. Employees need to be reminded what honesty and integrity mean and how to keep their moral, and know the consequences of doing wrong. Finally, if the top executives were ethical leaders and cared more about the business than the money in their pocket, this would’ve been prevented from happening. # 2 Nancy Ritter Week 4 Discussion 2 There are several causal factors related to ethical failure. The article for this post grouped many into individual or organizational causes. In reality, many ethical lapses or failures the result of several factors that show themselves in various combinations that eventually influence human behavior (Thornton, 2016). It is possible to analyze possible influences by reviewing a leadership failure. Boeing is one of the most well-known aircraft manufacturers in the world. Since WWII, they were held in high regard, and other companies were frequently measured against Boeing when referencing ethical business practices (Holt, 2020). However, two back to back crashes of their 737MAX aircraft resulted in multiple investigations and findings of unethical practices. Boeing is now in a difficult situation. The organization posted first-time annual losses in 2019 and 2020, and recent surveys show that 40% of the traveling public will not fly on that aircraft (Holt, 2020). The fleet was ground several times for well over a year, resulting in investors, customers, and employees’ reduced confidence. Estimated company losses resulting from the crashes and investigations are in the tens of billions (Holt., 2020). Investigations found criminal and ethical violations factored into both crashes (. Review and analysis have pointed to individual and organizational causes for actions (Pontefract, 2019). Organizationally, the U.S. Department of Justice (DOJ) found several instances where company individuals acted on their own interests, outside of company policies, and not in the part of safety (U.S. Department of Justice, 2021). They also found that executives chose short term profits over long term safety (Holt, 2020). Several employees stated they did not feel they were doing something wrong while not reporting safety concerns (Pontefract, 2019). Collectively, these show ignoring boundaries, failing to use self-control, warped personal values, and crowd-following. It led to further discussions about Boeing’s organizational causes of this ethics failure. Several investigations noted a profound shift in Boeing culture in the early 2000s. Several executives were quoted as saying the aircraft was inherently safe and focusing on growth (Holt, 2020). The DOJ referred to the Boeing ethical program as substandard and has no role model or systematic ethical cadence (U.S. Department of Justice, 2021). The DOJ referenced several times that Boeing executives and the entire Boeing culture downplayed safety concerns to maximize profits (Pontefract, 2019). The ethical lapses were listed as systematic and pervasive (U.S. Department of Justice, 2021). This example shows that organizational causes including no ethical leadership or standards, lack of positive role models, training which was found to be substandard, no accountability, and scapegoating of employees without fixing the issue (Thornton, 2014). The reviews point to several compounding factors. DOJ findings referenced leaders who had no moral compass and therefore coded the culture toward unethical behavior. Similarly, there was a pervasive feeling of entitlement, which lead to no solid role models. Each of these causes separately and leads to this leadership ethical failure and subsequent aircraft accidents and federal investigations. Boeing is mandated under the DOJ to have a compliance and ethics monitor to guide the organization’s moral recovery.
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