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Ethic Essay on Ethical Leadership

Ethical Leadership

In the current unstable world, there is evidence of ethics and values  at allranks ofmanagers and administrators- leaders who dedicate their time and passion to offering guidance in the route of ethical creation. This broader concept of ethical leadership requires that leaders integrate and beprecise concerning their individual ethics and ideals. Inasmuch as it is necessary for leaders to have aconvincing and ethically rich story, moralexecutives must also exemplify and live through ethical stories. Most of the political leaders today fail to practically represent the high-minded stories that they narrate during campaigns and before they are elected into power. In the recent times, companymanagers have also become the center of relatedcondemnation through the revelations of many scandals and involvement in unethicalconduct. Company chief executives in today’s organizations are expected to lead by example as they are regarded as ethical role models for the world community.

For example, a series of unscrupulousactions by Citigroup workers in Japan in 2004, led the company chief executive, Chuck Prince, to sacka number ofdepartmental managers (Brown & Treviño, 2006). Manyleaders fail tounderstand the power of their influence influential by virtue of their positions. Sociologists,for instance, Stanley Milgram have inancient timesshowed that normally people will follow what they deem to be lawful authority, regardless of whether or not there is cost for defiance. Some corporations have gone to the extent of usingsecret e-mail and telephone procedures to give workers a way around the ranks of administration that certainly can createobstacles in biginstitutions (Brown & Treviño, 2006). Many managers, inaddition, haveapplied skip levelconferences where they go downseveral ranks lower in the company to get a more pragmaticview of what is reallyhappening.

General Electric’s renowned workout procedure where executives met to determine how to fix issues and improve the corporationas a way for casualworkers to reposition against the set policies and power of administration. All of these practices result led to better decision-making, a more dedicatedworkforce, and amorepossibility of avoiding detrimental mistakes. In anorganization that takes its goal or ideals seriously,approaches may entail seeking the opinion of junior workers to avoid the making the job and goals stale and boring. Undeniably, many of the presentcompany scandals could have been easily avoidedif only there were more imaginativetechniques for employees in lower ranks to convey their discontent concerning the behaviors of some of their managers and others in the organization.

Ethical leaders shouldappreciate why differentpersons make different choices, yet they still have a powerfulgrip on the things they do and hence a justification and reason they do them. After spending twenty-seven years in detention, Nelson Mandela still chose to notice the good in his captivators. During his transfer from Robben Island, one cruel prison officer turned to Mandela and wished him good luck (Brown & Treviño, 2006).Mandela translated this proclamationgenerously as a sign that each individual had some good inside them, including thoseinvolved in an unethical system. Mandela believed that his duty was to identify this virtue in those whom he encountered and to strive and bring it out. Headvised that rather thanviewing ethical leadership as a means of preventing people from acting erroneously, there was need to perceive it as an aspect that helps people to dothe right thing.

All ethical ideas have restrictions, and certainfields in which they cannot be employedand in areas where they work. Ethical leaders usually haveasharp sense of the limitations of the ideals they live for and are familiar with firmgrounds to support their preferredpath of action. Challenges can come up when leadersfail to identify and understand the limits of certain ethics. As an illustration, one problem that wascommon in the latestGeneral Electric scandals was the failure byleaders and managers toappreciate the limits of prioritizing shareholders (Ciulla, 2013).Efforts to keep share prices high without developing any long-term value for clients and other stakeholderscan be viewed asdevotioninstead of exercising good judgment. Executives of General Electric should know that ethics are similar to any other part of our lives, hence there is no alternative for good decision, right advice, realistic sense, and discussions especially those that are influenced by the actions of management.

Mandela therefore perceived his leadership as a fully ethical pursuit. This involves taking the claims of citizens as important, considering the effects of his actions on his jailers, and realizing how themanner in which he ruled would have affectedhispersonality and the personality of his country. His way of leadership proves that there is nothing unethical about ethical leaders, and they comprehend that their own principles mayat timesbecomeunfortunate guiding posts. Mandela displayed reliability for applyingreasonable moral judgment. Many leadersthink that ethics aregeneral, absolute principles that are inscribed or cast into stone. However, leadershave to begin with their own values and standards, and work out afterwards on how they can be used in today’s multifaceted international business environment (Ciulla, 2013).

Ethical leadership requires an approach of humilityinstead ofmorality; a dedicationto one’s personal ideals, and simultaneously, openness to learning and to welcoming discussions with people who perceive the world differently from us. Ethics is best regarded as an open discussion regarding the ideals and concerns that are most pertinentforleaders and theirorganization (Ciulla, 2013). It is a constantinvention and a reassertionof our personalvalues and standards, and a comprehension that we can progress through learningnovel ideas.

 

References

Brown, M. E., & Treviño, L. K. (2006). Ethical leadership: A review and future directions. The Leadership Quarterly, 17(6), 595-616.

Ciulla, J. B. (2013). Leadership Ethics. Oxford, United Kingdom:Blackwell Publishing Ltd.

 

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