Responsibility and Respect (The 4th and 5th R’s)

April 30, 2013 3 Comments

Moral educationChildren Need to Learn Responsibility and Respect

In addition to the 3 R’s, two key principles that children need to learn in order to to live a successful life are responsibility and respect. As we teach knowledge and information, these areas need to be taught through an ethical frame of reference.

Not all information is equally helpful in learning to become a good citizen. While we encourage good thinking, we also need to encourage good behavior in order to provide a well-rounded education.

“Responsibility and Respect – known among proponents as the fourth and fifth R’s – are increasingly being taught alongside academic subjects as schools try to address what many see as the declining moral fiber of the country’s youth.”

Lori Miller Kase, Reading, Writing, & Respect, Parents Magazine

Wouldn’t it be helpful if we taught subjects like these along with the traditional classes?

  • Learning Self-Control (When What You Want to Do Seems Really Fun, But You Shouldn’t Do It)
  • How to Be a Responsible Thinker (Thinking Beyond Yourself)
  • How To Treat Other People (What Respect Looks Like)

What is the Role of K-12 Education in Moral Education?

Moral education is the key to helping students become responsible citizens. Shouldn’t it be more important to know how to treat other people than to know the exact date something happened in history? One you can look up. The other is harder to learn, but is critical for a civil society.

“Character education has taken many different forms, and has varied monikers- moral reasoning, moral education, character development, and civic education- but the substance behind the names has a common thread. The need for children to become productive citizens in American society is the heart of character education. Moral reasoning is imperative for schools to incorporate to truly reach this mission: an educated citizenry.”

Dolph and Lynca, Moral Reasoning: A Necessary Standard of Learning in Today’s Classroom, Journal of Cross-Disciplinary Perspectives in Education

Throughout history, morality transmission has been present in education. Furthermore, many people believe that there is a connection between learning academically and the development of mental power, and the learning of moral values and the development of strength of character. The development of the intellect and of moral character are intimately related. Just as there is an order in nature (the laws of science), in reason (the laws of logic), and in the realm of numbers, so too is there a moral order. One thing we need to do is recover the belief that there is a transcendent, unchanging moral order, and restore it once more to a central place in the educational process. (Nash)

Morality in Education, University of Michigan Department of Psychology, sitemaker.umich.edu

Teaching students how to research, read, write and do math is only part of the picture. Let’s make responsibility and respect equally important components of childhood education – then we’ll be developing the ethical leaders of the future.

Character Education Programs Designed for Children:

http://www.aaeteachers.org/index.php/character-education-programs

http://www.character.org/

http://charactercounts.org/sixpillars.html

http://www.wingsforkids.org/files/WINGS-Learning-Objectives.pdf

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Linda Fisher Thornton is CEO of Leading in Context LLC, a leadership development consulting firm. Linda was named one of the 2013 Top 100 Thought Leaders in Trustworthy Business Behavior by Trust Across America.

How to Use the Leading in Context® Website

© 2013 Leading in Context LLC. All rights reserved.

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Which of These Is Ethical Leadership?

March 20, 2013 4 Comments

By Linda Fisher Thornton

Which levels shown in the graphic below represent ethical leadership?

Is Just Following Laws Ethical Leadership?

The first level on the left, sidestepping laws and ethics codes, is clearly not ethical leadership. This self-focused, opportunistic approach to leadership represents a leader operating below the law or seeking loopholes for personal gain.

Which of These is Ethical Leadership

What about the second level, in the middle? Is complying with laws and ethics codes ethical leadership? When leaders and businesses operate below the level of  laws and regulations, they are punished.

The punishment threshold, though, is definitely not the same as the level of ethical leadership that we need in organizations. If we settle for leadership at this level, we will be missing many other important aspects of ethical leadership that are well above the punishment threshold.  

Increasing Expectations

Following laws and regulations is just above the punishment threshold for ethical leadership.

Expectations are moving to a much higher level, a level at which we are expected to do much more. Look at the third level, the highest level of the graphic. Aren’t transparency, sustainability and honoring human rights now expected of all businesses? I believe they are, and there are other factors we need to consider that are not on this list. The minimum standard is gradually moving to a higher level as we better understand the impact of our choices on others in a global society.

There are more ways of interpreting ethical leadership than just the three shown in this graphic, but the graphic illustrates the point that leaders are interpreting “ethical leadership” at very different levels. 

As we understand our global interdependence more clearly, the expectations for leading ethically will only increase. Aiming for the principled level of ethical leadership, the highest level, prepares us to meet our challenges as responsible global citizens.

Questions For Reflection

  1. Which of the three levels shown in the graphic best depicts my perception of what ethical leadership includes?
  2. How can I convey the message to those I lead that expectations for ethical leadership and ethical behavior are increasing?
  3. How will I systematically learn what I’ll need to know in order to respond to the higher expectations of ethical leaders?
  4. How will I share what I learn with others?

♦

Linda Fisher Thornton is CEO of Leading in Context LLC, a leadership development consulting firm helping business leaders lead responsibly in a complex world.  She is also Adjunct Assistant Professor of Leadership for the University of Richmond School of Professional and Continuing Studies. Linda was recently named one of the 2013 Top 100 Thought Leaders in Trustworthy Business Behavior by Trust Across America.

How to Use the Leading in Context® Website

© 2013 Leading in Context LLC. All rights reserved.

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“Dial it Back” (Over-Solving Problems Can Be Unethical)

February 20, 2013 2 Comments

Dial it Back

By Linda Fisher Thornton

Sometimes out of fear, convenience or profit, leaders use a solution that goes way beyond what is necessary to solve the problem or meet the need. There are broad ethical implications of over solving problems, and this post explores some of them.

When we choose a solution that is more extreme than necessary, we may cause negative unintended consequences. And the more extreme that solution is, the more extreme the consequences may be. See Overuse of Antibiotics: Antibiotic Hand Soap is Part of the Problem for a current example. In this example, the consumer may feel “safe” using antibacterial soap to kill germs. The problem is that over time, using antibiotic hand soap actually worsens the problem it is trying to resolve.

Possible Unintended Consequences of Over-Solving Problems

When we over-solve problems, we may be thinking only short-term. In the antibiotic hand soap example, when a customer washes her hands at the kitchen sink, the soap kills germs (short-term). Long-term, though, that choice can make the problem worse through  a “rebound effect,” and risk human health by putting a steady stream of antibiotics into our water supply.

Using Systems Thinking to Anticipate Unintended Consequences

It may sound like common sense to use the solution that causes the least harm and still solves the problem. But consider how different that choice seems when an extreme solution that would cause unintended consequences is 50 times more profitable.

Using systems thinking helps us think beyond profitability and helps us prevent the kind of narrow, short-term thinking that leads to unethical choices. When we think in systems, the variables of time, interdependence and connectedness are “built in.”

“Systems thinking can be thought of as a language for communicating about complexities and interdependencies.”

“An inherent assumption of the systems thinking worldview is that problems are internally generated—we often create our own “worst nightmares.”

Michael Goodman, Systems Thinking as a Language, Pegasus Systems Thinker online at appliedsystemsthinking.com

As leaders, we need to be mindful of the need to “dial it back” to the least harmful solution that solves the problem, and to choose sensible solutions based on much more than profitability.

These related posts illustrate why we need to use ethical thinking: 

5 Unintended Consequences of Linear Problem Solving      Precautionary Principle: Profiting With Care

10 Reasons to Embrace Complexity      Ethical Leadership Context

These websites provide free tools and articles for thinking through complex problems:

powerful-problem-solving.com        mindtools.com       pegasuscom.com        appliedsystemsthinking.com

Questions for Reflection:

1. Where in our work are we using a solution that is much more extreme than necessary?

2. What are the potential unintended consequences of that choice?

3. How can we dial it back to a solution that better fits the problem and minimizes unintended consequences?

© 2013 Leading in Context LLC

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Linda Fisher Thornton is CEO of Leading in Context LLC, a leadership development consulting firm, and was recently named one of the 2013 Top 100 Thought Leaders in Trustworthy Business Behavior. Her mission is to clarify what it means to lead responsibly in a complex world.

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Compliance With Laws Isn’t Ethical Leadership (There’s More)

February 6, 2013 7 Comments

12013CWord

By Linda Fisher Thornton

Beyond Compliance

I have intentionally avoided using the C-word (Compliance) in most of my posts, and I decided that it was time to explain why. In this post I’ll explain why laws are not enough, and why complying with laws does not mean that we are leading ethically.

Laws Are Not Enough

Many people equate compliance with ethics. Actually, compliance with laws is the minimum standard and does not adequately represent  ”ethical leadership,” which is at a much higher level. Laws are the minimum threshold  - below which people are punished. When we settle for this level of ethics, we are simply working toward staying out of jail – and that is not enough to make us good corporate citizens.

Why is compliance with laws not enough when it comes to leading ethically? What else is there?

Here is an example that illustrates the broader responsibilities that ethical leadership includes. Which of these two views of ethical leadership do you think is the most ethical view?

‘Ethical Business’ Means Making as Much Money as I Can Without Going to Jail

If I tend to think in a win-lose way, then I may be more likely to seek gain for myself without concern for my impact on other stakeholders.

‘Ethical Business’ Includes the Responsibility to Respect and Serve 

If I tend to think in a win-win, service-focused way, then I may be more likely to seek positive solutions for others and consider my responsibilities to them more broadly.

Linda Fisher Thornton, Our Thinking is an Ethical Driver, Leading in Context Blog, December 12, 2012

Clearly, the second example demonstrates a higher level of ethical thinking and a broader sense of responsibility than the first. There are laws that say that I should not attack another person in the workplace. The ethical issues about how I need to treat others are at a much higher level than just restraint from physical violence. They include the need to respect others, demonstrate care and concern for them, and treat them with civility.

Learning Beyond Compliance 

Why don’t laws (that represent the “punishment threshold”) represent ethical leadership? Settling for compliance with laws might mean that we would not physically attack each other, but we may still be disrespectful in ways that erode trust and affect the well-being of employees, customers and other stakeholders.

If we focus just on compliance in our ethics training for leaders, we are aiming too low and we will always be scrambling to catch up as laws change. How can we move beyond just complying with laws (the minimum standard) to leading ethically in organizations (optimal)? These posts provide some guidance:

Developing Globally Responsible Leaders        Ethical Leadership Context

Developing the Ethical Leader of the Future

Instead of focusing on teaching leaders how to stay out of jail, let’s focus on teaching leaders what we want – the optimal level of ethical leadership.

© 2013 Leading in Context LLC

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Linda Fisher Thornton is CEO of Leading in Context LLC, a leadership development consulting firm, and was recently named one of the 2013 Top 100 Thought Leaders in Trustworthy Business Behavior. Her mission is to clarify what it means to lead responsibly in a complex world.

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What Variables Impact How Freely We Extend Trust?

January 30, 2013 6 Comments

Variables of Trust

By Linda Fisher Thornton

The recent post Should Trust Be Freely Offered or Conditionally Earned? generated lively discussions in LinkedIn Groups about extending trust when we meet someone new. It was clear from reading the discussions that trust has many different dimensions.

Readers shared how they perceived trust – some saw it as an emotion, some saw it as a relationship, others described it as a mindset. They took the discussion beyond the original question and explored how we extend trust to others based on many variables.

Here is a partial list of the variables that impact how freely we extend trust, based on reader comments. What would you add?

Variables That Impact How Freely We Extend Trust

  1. Our Openness to Learning
  2. Our Past Experiences, Stereotypes and Misinformation (What We Believe is True)
  3. The Other Person’s Reliability and Morality Based on Our Experience With Them
  4. The Level of Our Relationship With the Other Person
  5. Our Perception (Glass Half Full or Half Empty) and Approach to Life
  6. Whether or Not We Share Values or Common Goals With the Other Person
  7. The Perceived Level of Risk in the Situation (and Our Level of Fear)
  8. Our Expectations About How Trustworthy the Person Will Be
  9. How Much the Other Person Has Extended Trust to Us
  10. How Clear the Communication is Between Us
  11. Our Perception of How Capable the Other Person Is
  12. Our Perception of the Other Person’s Motives
  13. The Other Person’s Behavior

In spite of how many variables readers mentioned that impact how freely we extend trust, the majority felt strongly that it is still good to freely extend trust. Below are some of the reasons they named for freely extending trust when we meet someone new.

Reasons Why We Should Extend Trust Freely 

  • Most people are honorable
  • Extending trust is leading by example, showing the other person the way we would like to be trusted
  • Our lives will be unhappy if we mistrust everyone
  • As we trust others, they are more likely to trust us back

Special thanks to the many readers who posted insightful comments in response to the original post. I’ll leave you with this quote:

“Someone who thinks the world is always cheating him is right. He is missing that wonderful feeling of trust in someone or something.” – Eric Hoffer

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Linda Fisher Thornton is CEO of Leading in Context LLC, a leadership development consulting firm, and was recently named one of the 2013 Top 100 Thought Leaders in Trustworthy Business Behavior. Her mission is to clarify what it means to lead responsibly in a complex world.

© 2013 Leading in Context LLC

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What is Conscious Capitalism?

November 14, 2012 2 Comments

By Linda Fisher Thornton

What is Conscious Capitalism?

In last week’s post, I explored how Ethics Means Acting Beyond Self Interest. This week, I’ll explore the same question at the organizational level.

What are an organization’s ethical responsibilities? How is conscious capitalism a way to understand them?

Ethical Leadership is to the Moral Leader as Conscious Capitalism is to the Moral Company 

While ethical leadership is the term we use to describe what a moral leader does, conscious capitalism is a term that describes what a moral company does. According to BBC News E-Cyclopedia, “conscious capitalism stands for a more moral approach to what is often seen as ‘the dirty business of business.’” (Cited in Conscious Capitalism: Dirty Business No More by Ramla at NextbyRamla.Blogspot.com)

Conscious capitalism involves thinking beyond self-interests, demonstrating care for stakeholders at the global level, using a long-term time orientation and seeing the company’s role in the world through a systems view.

Taking A Systems View on the Moral Responsibilities of Business

According to Anne Federwisch,  Markkula Center for Applied Ethics, Santa Clara University in Corporate Moral Responsibility and The Ethics of Product Usage “… the idea of moral responsibility has been expanding over the years.”  While businesses that followed laws used to be considered “good,” there is now so much more that they need to do in order to be considered an ethical business.

According to John Mackey, CEO of Whole Foods, quoted in A Case for Conscious Capitalism: Conscious Leadership Through the Lens of Brain Science, by Pillay and Sisodia in the Ivey Business Journal, “Conscious Capitalism is a philosophy of doing business that incorporates the principles of higher purpose (beyond profit maximization), stakeholder interdependence (rather than shareholder centricity), conscious leadership (instead of command-and-control or “carrots and sticks”) and conscious culture (in place of bottom-line obsession).”

When we lead with conscious capitalism, we assume responsibility for our impact on global markets and quality of life in addition to our impact on local communities.

“Conscious Capitalism stresses the importance of viewing stakeholders as interconnected and interdependent. All stakeholders – employees, customers, suppliers, investors, and community members – are regarded as important in their own right (not just as a means to better business results).”

“Conscious Capitalism® is a philosophy based on the belief that a more complex form of capitalism is emerging that holds the potential for enhancing corporate performance while simultaneously continuing to advance the quality of life for billions of people. The conscious capitalism movement challenges business leaders to rethink why their organizations exist and to acknowledge their companies’ roles in the interdependent global marketplace. “

What is Conscious Capitalism? Conscious Capitalism, Inc., consciouscapitalism.org

In conscious capitalism, we don’t have to choose between caring about our business and caring about society. In an interview with Tom Palmer of Atlas Network, John Mackey explained that:

“A false dichotomy is often set up between self-interest, or selfishness, and altruism. To me it is a false dichotomy, because we’re obviously both. We are self-interested, but we’re not just self-interested. We also care about other people. We usually care a great deal about the well being of our families. We usually care about our communities and the larger society that we live in. We can also care about the well being of animals and our larger environment. We have ideals that motivate us to try to make the world a better place… I think that capitalism and business should fully reflect the complexity of human nature.”

What are the Benefits of Conscious Capitalism?

What are the benefits of thinking about and implementing business in a conscious way? How does conscious capitalism help businesses succeed in the global marketplace?

While conscious capitalism benefits people and communities, there are also clear benefits for the businesses that embrace this philosophy, including:

1. Better Financial Performance

“The pragmatic value of conscious capitalism is underscored by the fact that companies that adhere to these principles outperformed the market by a 9 to 1 ratio over a 10 year period.”

A Case for Conscious Capitalism: Conscious Leadership Through the Lens of Brain Science, by Pillay and Sisodia in the Ivey Business Journal

2. Relationships and Synergies for the Long Term

He (co-CEO John Mackey, Whole Foods) also spoke about the virtues of being generous with vendors, noting that cultivating strong relationships with suppliers pays off when times become difficult. “Business is not a zero-sum game,” he said. “It is in fact all about deriving value from synergies.”

Mark Hamstra, Whole Foods Cites Benefits of Conscious Capitalism, supermarketnews.com

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“Another result is long-term trusted relationships with suppliers, consistent with The Integrity Chain, which is more profitable for both parties.”

4 Tenets of Conscious Capitalism, ctsmithiii.wordpress.com

3. Stakeholder and Employee Engagement

“A compelling sense of purpose can create a high level of engagement by the stakeholders and generate tremendous organizational energy.”

Mark Hamstra, Whole Foods Cites Benefits of Conscious Capitalism, supermarketnews.com

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“The result of this is empowered employees who we know work harder, are more creative, care more and are responsible for driving greater customer experiences.”

CTSmithIII, 4 Tenets of Conscious Capitalism, ctsmithiii.wordpress.com

4. Shared Meaning and Purpose

“I’m absolutely confident that practicing the principles of Conscious Capitalism brings both a deeper sense of meaning and purpose to your employees (and customers), as well as higher financial returns in the long run. It provides an authentic context to the “story of us,” the fact that business is about relationships, about creating value and not extracting value from those relationships.”

Doug Rauch, former President of Trader Joes and CEO of Conscious Capitalism, Inc.  quoted in Conscious Capitalists Share Their Smarts, monkeydish.com

5. Increased Innovation and Trust

“The benefits far outweigh this challenge. Employee morale and engagement increase, innovation flourishes and the principles of your brand relationship with consumers, namely trust, is reinforced by living core values that align with your consumers’ own values. We feel a remarkable sense of duty and accomplishment in building a better business model and caring today for seven generations of tomorrow.”

 John Replogle, President and CEO of Seventh Generation, quoted in Conscious Capitalists Share Their Smarts, monkeydish.com

 Doing “Good” Is Its Own Reward

Conscious capitalism is the view that we, as business leaders, can make money and make the world a better place at the same time. This is not an unrealistic dream – this is a new way of leading that an increasing number of companies are choosing. And those leaders choosing conscious capitalism are finding out that the old saying is true – that doing “good” is its own reward.

Questions for Discussion:

1. Are we leading in ways that make us part of the global conscious capitalism movement?

2. In what ways do we enhance lives and communities in the course of our business?

3. How could we better demonstrate systems thinking and a long-term view?

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About The Author:

Linda Fisher Thornton is Adjunct Assistant Professor of Leadership for the University of Richmond School of Professional and Continuing Studies. She is also CEO/Owner of Leading in Context LLC, a consulting firm helping business leaders lead responsibly in a complex world.

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Differences or Inclusion – Which Are We Focusing On?

October 31, 2012 3 Comments

by Linda Fisher Thornton

A Diversity Focus Can Be Divisive

When we talk about diversity, we are noticing differences. That may not seem like a profound statement at first, but think about it for a moment. In a work environment, diversity is about having different types of employees, right? And that’s a good thing for productivity and innovation, isn’t it? It is a good thing. But it’s not enough.  

Managing diversity without inclusion as the ultimate goal can make a big difference in the way employees experience our organization. We choose a way of thinking that represents what we’re trying to do and then build a process/program/structure or measurement based on that foundation. If diversity is our way of thinking, we may get an approach based on “differences,” rather than one based on creating an inclusive culture where a diverse group of people can do their best work.

How we Perceive “Different” Has Ethical and Organizational Implications

“There are a number of ways to perceive people who are different from us and ideas that are different from ours. Some are more positive and productive than others” (Linda Fisher Thornton, “Ethical Implications of How Leaders Perceive ‘Different’”).”

As leaders, how we choose to handle people who are “different” from us in some way shapes our organizational culture in important ways. Tamara Erickson, McKinsey award-winning author, calls for a higher level of diversity understanding in organizations:

“There is a third stage of diversity, perhaps aspirational for most today, represented by a fundamental shift in attitudes toward people who are in any way different… My wish for 2011 is that more organizations will include programs aimed to reach this stage as an important component of their diversity goals.”

Tamara J. Erickson in Level Three Diversity: Moving Beyond Political Correctness,” Diversity Executive, January/February 2011

As leaders, we need to understand our choices and the potential ethical impact of those choices on our employees and our organizations. Honoring human rights fundamentally means honoring everyone, regardless of background or perspective. Are we living that every day in our organizational leadership?

In Inclusive Organizations, Differences are Seen as Enhancing Organizational Innovation

The excerpt below is from Leading in Context® Training Module “Ethical Implications of How Leaders Perceive Different” which provides a framework for thinking and talking about how we handle “different” in our organizations.

Perceptions of “Different” Impact Our Behavior

“How we think as leaders directly impacts our leadership behavior.  It compels us to act and to make decisions in the context of the value judgments we make.”

“Unfortunately, we don’t always use the word “different” to describe things and people and ideas that are new to us. We often use less friendly words that indicate that the person or idea is wrong, misguided or harmful. When we are perceiving “different” as wrong, misguided or harmful, we are more likely to treat people in ways that are not respectful. When we are open to hearing “different” perspectives we are more likely to lead in responsible, inclusive ways.”

“Because our thinking process shapes our decisions, as leaders we must be careful to use thinking processes that are inclusive and that respect the rights of other people to have their own perspectives and opinions.”

Excerpts from “Ethical Implications of How Leaders Perceive Different” by Linda Fisher Thornton

As Howard Winters said, “Civilization is the process in which one gradually increases the number of people included in the term ‘we’ or ‘us’ and at the same time decreases those labeled ‘you’ or ‘them’ until that category has no one left in it.”

“The ‘different’ perspectives and opinions of those we lead do not undermine our leadership position. In fact, it is those new ideas and perspectives that will help us keep our company adaptable, engaging and competitive in a global marketplace.”  (Linda Fisher Thornton, “Ethical Implications of How Leaders Perceive ‘Different’”).

At its highest level, inclusion is about honoring human rights. Consider whether you are managing diversity or working toward full inclusion in a way that respects human rights. These resources will help you explore the differences between leading with a diversity-based approach and leading for full inclusion.

Resources for Moving From Differences to Inclusion

ILR Impact Brief: Diversity and Inclusion: Is There Really a Difference? Cornell University, ilr.cornell.edu

The Netter Principles: A Framework for Building Organizational Inclusion The Workplace Diversity Network, Cornell University, ilr.cornell.edu

A Framework for Building Organizational Inclusion, Working Paper Number 2, Bormann and Woods, The Workplace Diversity Network, Cornell University, ilr.cornell.edu

What is Inclusion? Inclusion Network, Inclusion.com

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About the Author Linda Fisher Thornton is CEO/Owner of Leading in Context, a consulting firm that also publishes leadership development modules, graphics, case studies, discussion guides and videos. Her mission is to clarify what it means to lead ethically in a complex world. Visit LeadinginContext.com/About for more information about Linda, her background and her mission. Linda is also an Adjunct Assistant Professor teaching Leadership for the University of Richmond School of Professional and Continuing Studies.

The Leading in Context LLC Store sells a related training module “Ethical Implications of How Leaders Perceive Different”   – this is an advanced leadership development module for teaching and training ethical thinking and behavior.  The module includes 5 Leader Perceptions of “Different” and the resulting leadership behaviors, a full page context diagram and case study with group discussion questions. Review Contents and Sample Pages.

© 2012, Leading in Context LLC. All rights reserved.

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Twitter Helps Leaders “Think Global”

October 24, 2012 Leave a comment

by Linda Fisher Thornton

At one point in the process of learning new social media channels, I actually said that I would never go on Twitter (In case you missed the post with that story, it was ”Leaders and Social Media: 5 Reasons to Engage”).  I’ve learned quite a few things since the day I started on Twitter – April Fool’s Day 2010 – and I want to share what I have discovered about the learning impact of Twitter.

Twitter helps us learn to “think global” in a connected global society. It can transform us, the way we think, and the way we do business. It keeps us current, connects us with a global network of information and provides real-time data. In this post, I’ve sprinkled in some statistics along with my own observations about the learning benefits of Twitter.

Twitter Keeps us Current

  • Twitter helps us realize that social media is a vibrant and essential element of business communication, and it helps us get into the conversation.
  • Twitter connects us to people who are passionate about the same things we are passionate about, and to people who think differently from the way we think, and we can learn from each other.
  • Twitter is a powerful tool for learning about new and emerging issues and research. Many people post drafts of their work to get feedback from followers, and reach out to each other to share information.
  • Twitter helps us “think global” and learn about other countries. In the course of a week, we might connect with people on Twitter from dozens of countries, and we may need to use Google Translate to find out what they’re saying to us. What a way to build a global mindset!

 Twitter Enables Today’s Social Business

  • Twitter helps us connect with our readers, customers, colleagues, and partners. Today’s customer wants to engage with businesses on social media, and being there helps our business connect, survive and thrive.
  • Twitter helps us find out what people need that we may be able to provide.
  • Twitter helps us build credibility. When we connect, we have the opportunity to articulate our mission, and to inform others about how we can solve their problems with our services.
  • Twitter keeps us from becoming insulated. Engaging in dialogue on Twitter keeps us connected and aware.

Twitter Gives Us Real-Time Data 

With around 2,200 new tweets per second (whitefireseo.com), aggregating words mentioned in tweets provide unusually interesting information that can be updated continually. For example, take a look at the article Track Disease Trends on Twitter With Mappy Health by Mary C. Long.

Statistics to Tweet About

81% of respondents believe that CEOs who engage in social media are better equipped than their peers to lead companies in a web 2.0 world.

82% of respondents were more likely or much more likely to trust a company whose CEO and leadership team engage with social media.

78% of respondents would prefer to work for a company whose leadership is active on social media.

Brandfog.com, 2012 CEO, Social Media and Leadership Survey

Internally, CEOs who are engaged on social media are able to break down counterproductive silos and facilitate greater communication and collaboration with the company.

Douglas Burdett, How Social Media Engagement Can Help B2B CEOs, business2community.com

Stages of Learning Twitter

These articles explain the stages of learning Twitter:

As we connect socially on Twitter, we naturally begin to expand our network globally. We begin to realize that the world is one community, and we begin to “think global.”

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About the Author Linda Fisher Thornton is CEO/Owner of Leading in Context, a consulting firm that also publishes leadership development modules, graphics, case studies, discussion guides and videos. Her mission is to clarify what it means to lead ethically in a complex world. Visit LeadinginContext.com/About for more information about Linda, her background and her mission. Linda is also an Adjunct Assistant Professor teaching Leadership for the University of Richmond School of Professional and Continuing Studies.

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“Ethical Implications of How Leaders Perceive ‘Different’”  Training Module
“Ethical Interpersonal Behavior”  Graphic
“The Evolving Leadership Context: Respectful Workplaces”  Video
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Testimonials - Learn about the Leading in Context difference from satisfied customers, readers and fans!
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Developing the Ethical Leader of the Future

October 17, 2012 7 Comments

by Linda Fisher Thornton

On Thursday, I spoke with Human Resource leaders attending the Richmond SHRM Strategic Leadership Conference about The Future of Ethics and Business Leadership.

The lens I used to frame the discussion was leadership development – how we can prepare leaders to lead ethically in a highly complex, connected future.

Here are some highlights from my presentation – a few of the important success principles for developing “Ethical Leader Future.”

Use a Values-Based Approach

  • When we aim our leadership ethics training toward meeting laws and regulations, we are aiming at the minimum standard.
  • A compliance-based approach to leadership ethics focuses on avoiding violations and penalties.
  • A values-based approach to leadership ethics teaches our leaders the values we want them to use as they make decisions every day.

Acknowledge Complexity

  • When we ignore complexity, we tend to teach the part of “ethical leadership” that is crystal clear and easy to explain (and that they probably already know).
  • Oversimplified messages lead to boredom and do not help leaders deal with the complexity that they face in their work.
  • When we acknowledge complexity, we help leaders resolve the natural tension between our leadership and performance expectations and our ethical expectations.
  • When leaders are able to practice dealing with complex ethical issues while they are learning, they are better prepared to make ethical decisions when faced with difficult decisions on the job.

Expect Respectful Behavior

  • We have a responsibility to expect respectful behavior, including teaching people what it looks like and how to use it successfully in conflict situations.
  • We are increasingly aware of the importance of honoring human rights and building workplaces that demonstrate full inclusion.
  • As the “Human” supporters and developers of the organization, Human Resources, Learning and Training departments have a responsibility to teach leaders how to create respectful workplaces, where people can do their best work.

Make Leaders Aware of Their Mindsets and Assumptions

  • Our behavior tends to follow our mindset. If we think that there is only one “right” way to do things, that is usually reflected in how we treat people who are doing things the way that makes sense for them.
  • Since we lead other people, and that involves relationships, we need to examine our assumptions and biases so that we don’t blindly let them influence our behavior.

Integrate Ethics and Leadership

  • Ethics and leadership should never be separated. To separate them when we are training leaders sends the message that there can be good leadership without ethics. What behavior might we get if all of our leaders believe that there can be good leadership without ethics?
  • Making ethics an integral part of all leadership development sends the message that “we lead ethically.”

Hold Leaders Accountable

  • Every leader at every level of the organization should be held accountable for ethical behavior.
  • With accountability for ethical behavior should also come opportunities to practice, and support while applying new skills.

Using these principles for success will help us prepare leaders to behave and lead ethically in an increasingly complex and connected world. Leaders already struggle with complex problems. We need to acknowledge that complexity and help them build the mindset to deal with it responsibly.

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Linda Fisher Thornton is Adjunct Assistant Professor of Leadership for the University of Richmond School of Professional and Continuing Studies. She is also CEO/Owner of Leading in Context LLC, a leadership development consulting firm helping business leaders lead responsibly in a complex world.  

Current Leading in Context® Publications:

Testimonials - Learn about the Leading in Context difference from satisfied customers, readers and fans!

How to Use the Leading in Context® Website

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© 2012, Leading in Context LLC. All rights reserved.

Filed under Complexity, Ethical Organization, Ethical Thinking, Trends Tagged with , , , , ,

Is Needing to Be “Right” Unethical?

September 5, 2012 3 Comments

by Linda Fisher Thornton

Abandoning Civility to Prove We’re “Right”

Why do people sometimes abandon civility at work?

One reason is that when the discussion gets heated, sometimes we just like to be “right.”  And we may abandon civility to try to prove that we are right.

We may not always be able to resist the temptation to argue that our perspective is better, more accurate, more current or more relevant than someone else’s. While there may be a sense of satisfaction (short term) that comes from loudly proving that we are “right” and they are wrong, verbally attacking someone else for what they believe is not an ethical approach.

Why is Attacking Others Unethical?

When we don’t agree with someone, attacking them and trying to discredit them is an attempt to reaffirm the status quo as we see it – to prove that things are exactly the way we understand them and that we don’t need to change our thinking. 

But attacking others with different views is not a responsible or respectful behavior. So regardless of how intelligent we think our view is, our attacking behavior will not be “right” from an ethical standpoint.

There is a danger we face when we make our point too strongly. A powerful desire to be “right” can completely blind us to how we are treating others. Ralph Waldo Emerson said “There can be no high civility without a deep morality.”

“Passively, tolerance and respect simply mean accepting that a person with different beliefs and perspectives has a right to exist and doesn’t deserve to be attacked merely because of those differences – no matter how great they are.”

August Cline, Why Be Civil? (The Ethics and Moral Obligations of Civility), About.com

Being Careful About Our Behavior

Joshua Lederberg said that “A lack of civility is sometimes attributed to unchecked anger.” We do have to work to contain our anger and to be careful about our behavior when we don’t agree.

Michael Brannigan explains that civility “requires us to discipline our impulses” and “free ourselves from self-absorption:”

“Civility cultivates a civic code of decency. It requires us to discipline our impulses for the sake of others. It demands we free ourselves from self-absorption. By putting ethics into practice in our day-to-day encounters, civility is that moral glue without which our society would come apart.”

Michael Brannigan, The Pfaff Endowed Chair in Ethics and Moral Values at the College of St. Rose in Albany, NY [This quote is from his column in the Sunday Times Union in Albany]

Listen to Learn

When we disagree, it is responsible to listen to the other person, and to see what we can learn from their perspective. When we attack first, before listening in order to understand another view, we ignore this very important aspect of our responsibility as leaders – being open to learning. 

Responsible leadership requires that we be open-minded and civil. Fiercely defending our viewpoint as “right” without being open to learning from others does not qualify as open-minded, and demonstrates a lack of civility.

Ethical Leaders Disagree Respectfully

Ethical leaders know that respectful behavior is part of our responsibility as citizens of a global society.  Withholding respect when we disagree signals a departure from civility, but it also represents something more harmful:

The immorality of incivility goes deeper than that, however. When we withhold tolerance and respect from a person, we stop treating them as a fellow human being.

August Cline, Why Be Civil? (The Ethics and Moral Obligations of Civility), About.com

More Leading in Context® Posts About Civility and Ethical Behavior

Civility is an Ethical Issue

Ethical Interpersonal Behavior Graphic: Red, Green and Yellow Zones

Why We Need a Strong Moral Center

Civility and Openness to Learning

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About the Author

Linda Fisher Thornton is CEO/Owner of Leading in Context, a consulting firm that also publishes leadership development modules, graphics, case studies, discussion guides and videos. Her mission is to clarify what it means to lead ethically in a complex world. Visit LeadinginContext.com/About for more information about Linda, her background and her mission. Linda is also an Adjunct Assistant Professor teaching Leadership for the University of Richmond School of Professional and Continuing Studies.

A Guide to Finding What You Need: How to Use the Leading in Context® Website

 

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How Not to Lead Through Conflict

August 22, 2012 3 Comments

By Linda Fisher Thornton

Why We Need Conflict

Why do we tend to think that conflict is something negative, something that we must prevent and avoid?  Unhealthy conflict can tear a team apart, but healthy disagreement is necessary for responsible business.

This post explores what can happen when we discourage respectful disagreements. As you read each scenario, imagine the ethical implications.

Squelching Important Input

Experienced leaders have learned that too little conflict in meetings is a warning sign that not all of the important points are being heard.

In her book Fierce Conversations, Susan Scott describes ”The Corporate Nod” as a situation where it’s “unnaturally quiet” and “people don’t say what they are really thinking.” She describes highly skilled, responsible employees helplessly nodding in agreement as the leader demands their support for a project that they have real concerns about.

What can happen when we discourage speaking up? Aren’t we taking a huge risk that we will make an unethical decision? What if our team members see the problem and we don’t, and what if we don’t listen to them?

Killing Employe Engagement

People want to be engaged in meaningful work. It brings out their best. And there is another important benefit of employee engagement – “Engaged employees reduce ethics risk” according to The Ethics Resource Center and the Hay Group in their Supplemental Research Brief, 2009 National Business Ethics Survey: Employee Engagement.

When we squelch input from employees, and they feel strongly about issues they cannot weigh in on, we will lose their engagement in their work. Disengaged employees go through the motions of getting their work done, but feel undervalued, underutilized and unappreciated.

What can happen when people are not listened to, and they disengage from their work? Will they be as motivated to protect your company’s reputation? Will they report problems? Will they make ethical decisions or take the easier, less ethical path?

Allowing Personal Attacks

Mark Gerzon, in his book, Leading Through Conflict, says that “In many settings, debate is disintegrating into little more than verbal brawling in coats and ties.” This kind of conflict is damaging to companies. It leads to a toxic workplace, where it is hard to get work done and employees do not feel safe.

What can happen when we allow employees to personally attack each other? When we allow personal attacks, we are also allowing disrespect. When we allow disrespect, we send a message that “anything goes” in making a point. When we send the message that “anything goes in making a point” aren’t we encouraging unethical behavior? How much of a stretch is it  from verbally attacking a coworker to other unethical interpersonal behaviors like bullying?

Leading through conflict does not mean squelching important input, killing employee engagement or allowing personal attacks. Instead, it involves:

  • clear ground rules
  • an openness to learning
  • a respect for differences
  • a commitment to listen even when it’s bad news
  • giving up the need to be  ”right” and being willing to listen to other points of view
  • a focus on collaboration
  • accountability for respectful behavior

Was your last meeting too quiet? It’s worth taking the extra time to be sure that people are heard. Encourage everyone to participate so that you can get the benefit of their experience. Fostering open communication, even when there’s bad news, is part of building an ethical culture.

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About The Author: Linda Fisher Thornton is CEO/Owner of Leading in Context, a leadership development firm providing leadership consulting and learning publications that address complex ethical issues. She is also Adjunct Assistant Professor of Leadership for the University of Richmond’s School of Professional and Continuing Studies.

Current Leading in Context® Publications:

“Ethical Implications of How Leaders Perceive ‘Different’”  Training Module
“Ethical Interpersonal Behavior”  Graphic
“The Evolving Leadership Context: Respectful Workplaces”  Video
Testimonials - Learn about the Leading in Context difference from satisfied customers, readers and fans!

Filed under Ethical Leader, Ethical Organization Tagged with , , , , ,

Civility is an Ethical Issue

August 8, 2012 3 Comments

by Linda Fisher Thornton

Civility is Part of  Ethical Behavior

The Merriam-Webster Learner’s Dictionary defines civility as “polite, reasonable, and respectful behavior.” These behaviors are the ones we use when we treat others with care.

According to Michael Brannigan, The Pfaff Endowed Chair in Ethics and Moral Values at the College of St. Rose in Albany, NY., “Ethics deals fundamentally with how we treat each other on a daily basis. Indeed, our small acts of civility and incivility constitute the heart of morality.”

Responsible leaders know that civility is the minimum standard for how we should treat others. As members of a society, we are expected to behave in ways that allow others to pursue their life’s work and to contribute fully to that society.

Civility is at the Core of Ethical Leadership

Treating others with respect and care is an important part of being a good citizen, and it is a “load-bearing beam” that provides a foundation for ethical leadership.
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According to Wikipedia‘s definition, “Ethical leadership is leadership that is involved in leading in a manner that respects the rights and dignity of others.” (Trevino, Brown and Hartman, 2003)
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In their article, “The Moral Foundations of Ethical Leadership” in the Journal of Values Based Leadership,  Joseph P. Hester and Don R. Killian conclude that:

Civility has in the past been on the sidelines of ethical discussions, and we can agree that its role has been neglected. As we have incorporated strands of insights from moral theorists and sociologists, we agreed that civility ― this unfocused value ― can no longer be ignored. We can’t speak about ethics and moral behaviors without talking about community, issues of morality exposed by human need, and the moral role that civility plays in the leadership culture.

Joseph P. Hester and Don R. Killian, “The Moral Foundations of Ethical Leadership,” The Journal of Values Based Leadership, online at http://www.valuesbasedleadershipjournal.com

Civility is an ethical issue in a global society. Ethical leadership includes the responsibility for treating others with respect and care, even when it’s not convenient, and even when it impacts profitability.  This responsibility includes:

  • respecting others
  • avoiding harm
  • building trust
  • reducing stress
  • listening to others (regardless of their position)
  • engaging people in meaningful work, and
  • providing an environment where everyone can do their best

Civility is a “load-bearing beam” in the foundation of ethical leadership. Ethical companies accept nothing less.

Questions for Discussion:

1. How clearly do our performance standards specify that we expect respectful behavior?

2. Do all of our leaders know that civility is the minimum standard for behavior in our organization?

3. How well are we backing up our performance expectations by holding people accountable for using ethical interpersonal behavior?

4. How can we make our expectation for respectful behavior clearer?

5. How can we strengthen the accountability for using ethical interpersonal behavior at all levels of leadership?
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About The Author: Linda Fisher Thornton is CEO/Owner of Leading in Context, a leadership development firm providing leadership consulting and learning publications that address complex ethical issues. She is also Adjunct Assistant Professor for the University of Richmond School of Professional and Continuing Studies.

Current Leading in Context® Publications:

“Ethical Implications of How Leaders Perceive ‘Different’”  Training Module
“Ethical Interpersonal Behavior”  Graphic
“The Evolving Leadership Context: Respectful Workplaces”  Video

Filed under Context, Ethical Leader, Ethical Organization Tagged with , , , , ,

What is the Greater Good?

August 1, 2012 1 Comment

by Linda Fisher Thornton

What is the Greater Good?

As leaders, we must think beyond our own interests to the interests of those we lead and serve, and the interests of communities and the world. We must take a long-term view, keeping in mind the broad impact of our day-to-day decisions.

Many people refer to the “greater good” as an important part of leading ethically, and use different words to describe it. The descriptions they use collectively paint a picture of a responsibility to think beyond ourselves and to work for a better, inclusive society.

These are some of my favorite observations on the question “What is the Greater Good?”

“In terms of power and influence you can forget about the church, forget politics. There is no more powerful institution in society than business… The business of business should not be about money, it should be about responsibility. It should be about public good, not private greed.”

Anita Roddick, Business as (Un)Usual: My Entrepreneurial Journey, Profit With Principles, Anita Roddick Books

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“People are autonomous individuals who may rightfully strive to achieve outcomes and goals that will personally benefit them, but as members of a human community are they not obligated to consider other’s outcomes, variously termed the public interest, the greater good, or the common good?”

Jepson School of Leadership Studies, The University of Richmond [Symposium Announcement], For the Greater Good of All: Perspectives on Individualism, Society, and Leadership, online at  jepson.richmond.edu

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“…an underlying moral presence shared by all humanity – a set of precepts so fundamental that they dissolve borders, transcend races, and outlast cultural traditions. English scholar and author A. H. Halsey, from his office at Oxford University, calls it ‘a moral dimension’ that permeates all of human activity. Father Bernard Przewozny, from his monastery outside of Rome, speaks of ‘certain absolute norms.’ Stanford University’s John Gardner simply calls it ‘common ground.”

Rushworth M. Kidder in Shared Values for a Troubled World: Conversations with Men and Women of Conscience, Jossey-Bass

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“If the world were to agree on a vision of the common good, what might it be? Frances Hesselbein argues that to some extent such a vision already exists, one that embraces healthy children, strong families, good schools, decent housing, and work that dignifies, all in the cohesive, inclusive society that cares about all of its people.”

John C. Knapp in For the Common Good: The Ethics of Leadership in the 21st Century, Praeger

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“The common good, then, consists primarily of having the social systems, institutions, and environments on which we all depend work in a manner that benefits all people. Examples of particular common goods or parts of the common good include an accessible and affordable public health care system, and effective system of public safety and security, peace among the nations of the world, a just legal and political system, and unpolluted natural environment, and a flourishing economic system. Because such systems, institutions, and environments have such a powerful impact on the well-being of members of a society, it is no surprise that virtually every social problem in one way or another is linked to how well these systems and institutions are functioning.”

Manuel Velasquez, Claire Andre, Thomas Shanks, S.J., and Michael J. Meyer, The Common Good, Santa Clara University Website, online at scu.edu 

Clearly, when leaders consider the “Greater Good” they are taking a level of responsibility that extends far beyond their corporate walls.

  • Responsibility
  • for things that are greater than ourselves
  • that benefit others, and
  • that represent standards of well-being for all of us.
  • Responsibility
  • for being respectful to others,
  • for being inclusive, and
  • for acting as a citizen of the global community.
  • Responsibility
  • for supporting justice and peace,
  • for supporting healthy social systems,
  • for protecting the environment, and
  • for contributing to the well-being of society
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About The Author: Linda Fisher Thornton is CEO/Owner of Leading in Context, a leadership development firm providing leadership consulting and learning publications that address complex ethical issues. She also teaches leadership as Adjunct Assistant Professor for the University of Richmond School of Professional and Continuing Studies.

Leading in Context® Publications:

“Ethical Implications of How Leaders Perceive ‘Different’”  Training Module
“Ethical Interpersonal Behavior”  Graphic
“The Evolving Leadership Context: Respectful Workplaces”  Video
 
Testimonials - See what customers, readers and fans are saying!
 
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Filed under Ethical Leader, Ethical Organization, Ethical Thinking Tagged with , , , , ,

The Leadership Development Advantage

July 18, 2012 1 Comment

by Linda Fisher Thornton

Developing Leaders Pays Off

Ongoing development for leaders helps companies. According to several recent reports, businesses that invest in leadership development enjoy clear advantages. These advantages include improved bench strength, improved talent retention and greater market value over time.

Here is a list of some of the financial and non-financial advantages of investing in leadership development, and the white papers that document them. As you read, consider how improving leadership improves the entire organization in ways that benefit companies, leaders, customers, employees, and communities.

Advantages of Investing in Leadership Development

  • Improved business growth
  • Improved bench strength
  • Improved employee retention
  • Improved bottom-line performance
  • Improved ability to attract talent
  • Solving problems earlier and at lower levels
  • Increased organizational agility
  • Improved business sustainability
  • Greater market value over time

Reports Documenting the Benefits of Leadership Development

Bersin & Associates found that businesses that invest in leadership development enjoy improved business growth, bench strength and employee retention. (New Bersin & Associates Research Shows that Organizations with High-Impact Leadership Development Strategies Build a Different Breed of Leader and Generate Seven Times Greater Business Impact, online at Bersin.com).

JP Dolan wrote in 40 Best Companies for Leadership Development: How Top Companies Excel in Leadership Development that companies that excel in leadership development generate dramatically greater market value over time (online at ChiefExecutive.net).

The Center for Creative Leadership report Driving Performance: Why Leadership Development Matters in Difficult Times (online at ccl.org) says that leadership development during difficult economic times helps companies emerge stronger than the competition, improves bottom-line financial performance, improves ability to attract and retain talent and increases organizational agility.

The Career Management Consultants in “Enhancing Leadership Capability” (nwacademy.nhs.uk) reported that The Institute for Corporate Productivity (i4cp) “found that high performing organisations are five times as effective at leadership development than low performing organisations and 86 per cent of respondents cited leadership development as a critical business issue” (The Best Get Better: Critical Human Capital Issues of 2012, i4cp, April 2012). The report also noted that “leadership capability has a direct impact on bottom line results and business sustainability.”

The Growthwave White Paper “Unleash Leadership Talent – Increase Business Performance (online at growthwave.com) reports that “Companies that focus on developing leadership abilities deep into the organization are able to identify and solve problems earlier and at lower levels. This allows higher-level leaders to not get distracted by the details at the expense of strategic performance. Unleashing leadership potential deep in the organization creates capacity to significantly increase business performance.”

Questions for Reflection

1. How well does our leadership development prepare leaders for successful leadership in our organization?

2. What problems are we experiencing that improving leadership competence would help resolve?

3. What are we going to do about it?

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About the Author Linda Fisher Thornton is CEO/Owner of Leading in Context, a consulting firm that also publishes leadership development materials. Her mission is to clarify what it means to lead ethically in a complex world. Visit LeadinginContext.com/About for more information about Linda, her background and her mission. Linda is also an Adjunct Assistant Professor teaching Leadership for the University of Richmond School of Professional and Continuing Studies.

Filed under Context, Ethical Organization Tagged with , , , , , , , ,

Leading For Ethical Performance

June 27, 2012 5 Comments

By Linda Fisher Thornton

Discouraging Unethical Leadership 

One of the most important responsibilities of the senior leadership team is to discourage unethical behavior and build an ethical culture. Senior leaders need to work together as a team to create an organization where ethical leadership is rewarded and unethical leadership is quickly corrected.

Modeling Ethical Behavior 

To build an ethical company, every senior leader needs to model the ethical leadership behavior that is expected, and promote ongoing conversations about how to lead ethically.

Leading Organizational Ethics

Beyond modeling expected ethical behavior, each senior leader also leads the ethical aspects of their role for the organization as a whole. For example, the Chief Human Resource Officer also oversees the ethical performance management system, and the The Chief Learning Officer works to build the organization’s ethical understanding and ethical competence.

To build an ethical organization over time, Chief Learning Officers can work with leaders throughout the organization to build ethical competence in areas that support effective communication and leadership. Building ethical competence and having an ongoing dialogue about ethical leadership will make it easier to identify and correct unethical behavior (think about the headlines and lessons learned as you review this list that can get you started):

• Employees who ask tough questions of leaders are praised, not punished or ignored.

• Leaders are evaluated on how they communicate and lead, not just on their bottom line results.

• Employees are screened for ethical behavior before they are hired.

• Performance problems are corrected quickly, so that they are not given time to be considered acceptable  by others.

• Recognition is given to leaders who achieve financial goals ethically, while engaging employees and using responsible leadership (not to leaders who achieve results at the expense of employees, customers, or organizational values).

Linda Fisher Thornton, Ethical Leadership Training: Why is it So Hard to get it Right?, Training and Development Journal, Best of Leadership Development 2009

Individual Effort, Collaborative Effort

Leading for ethical performance requires a concerted effort from each member of the senior leadership team and a collaborative, integrated approach at the team level.

Leading for ethical performance requires:

  • aligning performance management around clear ethical expectations for behavior
  • hiring for ethical performance
  • modeling ethical leadership expectations at all leadership levels
  • requiring that those expectations are met every time, and
  • developing ethical leaders using ongoing dialogue and training

Building an Ethical Culture

By leading for ethical performance, senior leaders are also creating a work culture where people work well together as a team.

“Our work indicates that not only do leaders have to be moral individuals, but also have to go one step further and actively model ethical behaviors and use reward and punishment systems to influence followers’ behaviors. Thus, companies that can hire and/or train ethical leaders are more likely to create ethical and interpersonally harmonious work environments.”

Mayer, Acuino, Greenbaum & Kuenzi, Who Displays Ethical Leadership and Why Does it Matter? , Academy of Management Journal 2012, online at bus.umich.edu.

Related Article:

Ethical Leadership Culture: The Case of The Dissenting Senior Leader, Linda Fisher Thornton, Leading in Context Blog, January 26, 2011

 ♦

Linda Fisher Thornton is Adjunct Assistant Professor of Leadership for the University of Richmond School of Professional and Continuing Studies. She is also CEO/Owner of Leading in Context LLC, a consulting firm helping business leaders lead responsibly in a complex world.  

A Guide to Finding What You Need: How to Use the Leading in Context® Website

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© 2012, Leading in Context LLC. All rights reserved.

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