The purpose of this paper is to identify the ethical and legal implications of the dilemma along with an optimal solution to ethically resolve the issue.
“We believe organizations should move beyond statements of organizational values to anchor leadership development in profiles that enhance leaders’ understanding of their character strengths and development areas.” said Julie Carswell, Vice President, SIGMA Assessment Systems.
Pioneering research by the Ivey Business School after the 2008 financial crisis found people who knew that bad risks were being taken did not have the courage and/or confidence to speak up, and people without integrity sold mortgages to those who could not pay them. Leaders of large, global companies knew about these types of practices yet did nothing to stop them. Still others were unable to create the honest, transparent corporate culture that would enable them to be in touch with what was happening deep down in the organization.
By implementing an ethical framework, whether for personal use or for a professional environment, individuals, team-members and leaders can be assured that the decisions they are making are thought-out a...
The question is not really why character matters – people intuitively understand the importance of character to good leadership and stewardship of organizations. A better question may be why it does not get the attention and respect it warrants. For character to find the spotlight it deserves, it needs to be illuminated. We can see some light shed on character in organizational statements of values and leadership competencies, but the practice is not widespread.
Mike, a non-consequentialist deontologist in the 5th stage of Kohlberg’s (SoCMD) (Figure 1.) argued that ethical behaviour of corporations should be set in a top-bottom structure and that ethical leadership should be reflected in this manner through respecting the governance code and corporate ethics....
Each spring, 10,000 high school sophomores from across the country join one of HOBY’s 70 State Leadership Seminars to recognize their leadership talents and apply them to become effective, ethical leaders in their home, school, workplace and community.
This instrument is presented as three separate Scales to measure the ethical leadership mindstate of individuals and organizations. Further background on the Scales can be found in the essay entitled "." In each scale separate measures of specific competencies are presented and these individual items are added to provide a single collective numerical value for that scale.
The Ivey Business School is Canada’s leading provider of real-world, innovative business education. Drawing on extensive research and business experience, Ivey faculty provide the best classroom experience, equipping students, through Case-Method Learning, with the skills and capabilities they need to tackle today’s leadership challenges. Beyond the classroom, Ivey students gain a global perspective on business issues, through international study trips, exchanges and practicums. Ivey offers its renowned undergraduate and graduate degree programs, as well as Executive Education, at campuses in London (Ontario), Toronto and Hong Kong.
The Ethical Leadership Scales are three scales designed to promote quiet and comprehensive reflection about qualities that together constitute ethical behaviour and ethical leadership. By using a measuring scale they also enable a respondent to determine his or her level of ethical competence.
Content and Analysis Background According to Ferrell (2004), “Organizations create ethical or unethical corporate cultures based on leadership and the commitment to values that stress the importance of stakeholder relationships....