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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:
Your response must be a mimimum of 300 words.
Guided Response: Review several of your classmates’ posts and respond to at least two of your peers by 11:59 p.m. on Day 7 of the week. You are encouraged to post your required replies early during the week to promote more meaningful interactive discourse in the discussion. For your response, put yourself in to position of an organizational leader, using the list of behaviors described by your classmate, explain how leadership can emulate these behaviors.
Yours responses must be a minimum of 150 words.
Edwards Discussion Reply Minimum 150 words:
The behaviors that are most relevant to me in order for me to feel trust in regards to ethical leadership consists of “a high-quality exchange relationship is more likely to occur for a leader who is honest, trustworthy, fair, and genuinely concerned about the well-being of followers” (Erdogan et al., 2006; Wayne et al., 2002, p. 41). A person in upper management who is not afraid to tell the truth because of embarrassment or try to cover up with a lie allows me to do the same as well. When a supervisor gives you the rest of the day off or lets you take a longer lunch after a hard task is a fair supervisor which means he also has a genuine care for the lower level employees. All those characteristics mentioned creates high employee morale where they come to work on time with a good attitude, putting forth effort and being a team player as well.
Rewarding ethical behavior seems difficult to observe and do because rewards usually come in the form of compensation and promotion. However, it is easy to observe and see someone getting disciplined for unethical behavior because when someone steals hours, product, or money from a company, they get terminated.
These are examples of how ethical leadership can be measured in an organization: “Are poor performers ignored, transferred, or promoted? Is performance execution measured or only business results? Are individuals and teams recognized and acknowledged? Do people hide from responsibility? Are problems and conflicts avoided” (Turk, 2012, p. 7.3)? On past jobs I have witnessed colleagues who sat around all day while hardly getting any work done while taking excessive breaks and they still were not disciplined. I even got into a conflict with the worker about not doing his share of work because I depended on him to perform his role so that I could do mine effectively. He tried to use his seniority as an excuse and the superintendent did not intervene, which forced me to not take my work serious and not care if it effected the customers satisfaction.
Erdogan, B., Liden, R. C., & Kraimer, M. L. (2006). Justice and leader–member exchange: The moderating role of organizational culture. Academy of Management Journal, 49, 395-406
Turk, W. (2012). Be accountable. Defense AT&L, 41(4), 43–46.
Tiffanys Discussion Reply 150 word minimum
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 I believe are most important for me to trust my manager or any company executive are moral, integrity and honesty. A person who has these traits is built for leadership within an organization. I also find it important for the manager to “treat the members of the team equally and not show favoritism amongst the members” (Gonzalez-Padron, 2015, sect.7.2). Displaying ethical behaviors should come from a top down perspective in the organization. If top management is displaying ethical behaviors then staff will follow what is done by them.
Describe any descriptors in the list that are difficult to observe?
From the list, I found a few descriptors that are difficult to observe. It’s hard to observe if someone is can be trusted enough to tell the truth. I find it hard to observe if someone is keeping their actions consistent with what they value. I also find it difficult to observe if someone is fair and objective when evaluating members based on their performance, because it’s hard to measure the amount of performance an individual is capable of doing. Lastly I find it difficult to observe if someone is dedicated and shows self-sacrifice for the organization.
Analyze how ethical leadership can be measured in an organization?
Measuring ethical leadership can be quite a challenge for an organization. According to Yukl, Mahsud, and Hassan (2013), “the researchers developed a preliminary questionnaire to measure ethical leadership, and it was used in a study of ethical leadership in top management teams” (pg.39). Though questionnaires were used, they often had limitations such as vague wording that was often viewed as positive and negative. According to Yukl, Mahsud, and Hassan (2013), “ethical leadership can be measured with honesty, integrity, fairness, altruism, consistency of behaviors with espoused values, communication of ethical values, and providing ethical guidance” (pg.43).
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 always viewed my manager as an ethical leader. I work in the IT section of my division and I have access to a lot of sensitive information such as passwords, emails and login information. However from the guidance of my manager he has taught us the do’s and don’ts of handing such information. My manager has taught my team the idea of quality assurance. He has made sure that we always check things that are sent to us for approval, just in case someone decides to do something unethically or morally wrong. My manager has also taught us to learn from others mistakes so we may avoid being viewed as unethical in the workplace ourselves.
Gonzalez-Padron, T. (2015). Business ethics and social responsibility for managers [Electronic version]. Retrieved from https://content.ashford.edu/
Yukl, G., Mahsud, R., Hassan, S., & Prussia, G. E. (2013). An improved measure of ethical leadership. Journal of Leadership & Organizational Studies, (1)20.
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