leadership ethics the integrity capacity challenge l.
Download
Skip this Video
Loading SlideShow in 5 Seconds..
LEADERSHIP ETHICS: THE INTEGRITY CAPACITY CHALLENGE PowerPoint Presentation
Download Presentation
LEADERSHIP ETHICS: THE INTEGRITY CAPACITY CHALLENGE

Loading in 2 Seconds...

play fullscreen
1 / 38

LEADERSHIP ETHICS: THE INTEGRITY CAPACITY CHALLENGE - PowerPoint PPT Presentation


  • 388 Views
  • Uploaded on

LEADERSHIP ETHICS: THE INTEGRITY CAPACITY CHALLENGE. Dr. Joseph A. Petrick Executive Director Institute for Business Integrity Wright State University Leadership Ethics Lecture Series Ohio Northern University March 7, 2007. AGENDA. A. Leadership Ethics and Rebuilding Stakeholder Trust

loader
I am the owner, or an agent authorized to act on behalf of the owner, of the copyrighted work described.
capcha
Download Presentation

PowerPoint Slideshow about 'LEADERSHIP ETHICS: THE INTEGRITY CAPACITY CHALLENGE' - Lucy


An Image/Link below is provided (as is) to download presentation

Download Policy: Content on the Website is provided to you AS IS for your information and personal use and may not be sold / licensed / shared on other websites without getting consent from its author.While downloading, if for some reason you are not able to download a presentation, the publisher may have deleted the file from their server.


- - - - - - - - - - - - - - - - - - - - - - - - - - E N D - - - - - - - - - - - - - - - - - - - - - - - - - -
Presentation Transcript
leadership ethics the integrity capacity challenge
LEADERSHIP ETHICS: THE INTEGRITY CAPACITY CHALLENGE

Dr. Joseph A. Petrick

Executive Director

Institute for Business Integrity

Wright State University

Leadership Ethics Lecture Series

Ohio Northern University

March 7, 2007

agenda
AGENDA

A. Leadership Ethics and Rebuilding Stakeholder Trust

B. Integrity Capacity Model for Leadership Development

1. Leadership Process Integrity Capacity

2. Leadership Judgment Integrity Capacity

3. Leadership Developmental Integrity Capacity

4. Leadership System Integrity Capacity

C. Microeconomic and Macroeconomic Improvements

1. Improved Microeconomic Moral Accountability

2. Improved Macroeconomic Moral Accountability

D. New Agenda for Responsible Leadership

leadership ethics and rebuilding stakeholder trust
Leadership Ethics and Rebuilding Stakeholder Trust
  • Ethical Leadership Failures
  • Literature on Leadership is Vast.
  • Need For a Current Working Definition of Leadership
  • Need for a Current Working Model of Moral Leadership
working definition of leadership
Working Definition of Leadership
  • Leadership is an influence process, both visible and invisible, in a society inherited, constructed, and perceived as an interaction of persons in human (and inhuman) conditions of partnership and/or inequality – an interaction measured by ethical values and by the degree of realization of intended, comprehensive, emergent, balanced and sustainable change.
integrity capacity model of moral leadership
Integrity Capacity Model of Moral Leadership

The individual and collective capability for repeated process alignment of moral awareness, deliberation, character and conduct that demonstrates balanced judgment, enhances sustained moral development, and promotes supportive systems for moral decision making.

integrity capacity model of moral leadership6
Integrity Capacity Model of Moral Leadership
  • Individual and Collective Integrity Capacity as both Intrinsically and Instrumentally Valuable
  • Integrity Capacity as an Intangible Strategic Asset that Enhances Power and Reputational Capital
instrumental value of leadership integrity capacity
Instrumental Value of Leadership Integrity Capacity

Leadership Integrity

Capacity

Reputational

Capital

Sustainable Competitive Advantage, Multiple Stakeholder Trust & World-Class Performance

dimensions of leadership integrity capacity
Dimensions of Leadership Integrity Capacity

1. Leadership Process Integrity Capacity: Moral Coherence

2. Leadership Judgment Integrity Capacity: Moral Soundness

3. Leadership Developmental Integrity Capacity: Moral Maturity

4. Leadership System Integrity Capacity: Moral Wholeness

leadership process integrity capacity moral coherence
Leadership Process Integrity Capacity: Moral Coherence

The alignment of individual and/or collective leadership moral awareness, deliberation, character, and conduct on a sustained basis, so that moral coherence results.

leadership process integrity capacity moral coherence10
Leadership Process Integrity Capacity: Moral Coherence

MORAL AWARENESS

Perception

Sensitivity

MORAL DELIBERATION

Analysis

Resolution

MORAL CHARACTER

Cognitive Readiness to Act

Volitional Readiness to Act

MORAL CONDUCT

Responsible

Sustainable

virtues that build leadership collective character
Virtues That Build Leadership & Collective Character

1. Intellectual Virtues

2. Moral Virtues

3. Social Virtues

4. Emotional Virtues

5. Political Virtues

leadership judgment integrity capacity moral soundness
Leadership Judgment Integrity Capacity: Moral Soundness

The balanced and inclusive use of key ethics theories and their subordinated cognate theoretical resources in the analysis and resolution of individual and/or collective ethical issues that demonstrate the moral soundness of leadership judgment.

leadership judgment integrity capacity r 2 c 2 moral soundness
Leadership Judgment Integrity Capacity (R2C2): Moral Soundness

Flexibility

Enhance Supportive Contexts

Build Virtuous Character

Internal

External

Follow Right Rules

Achieve Good Results

Control

slide14

Positive & Negative Zones of Leadership Moral Judgment Integrity (R2C2)

NegativeZone

Context

Abdicates

Authority

Wastes Energy

Positive Zone

Character

Shows Consideration

EnvisionsChanges

Slows

Production

Disrupts

Continuity

Acquires

Resources

Facilitates

Interaction

Negative Zone

Amoral

Professionalism

Collects

Information

Initiates Action

Results

Neglects

Possibilities

Destroys

Cohesion

Rules

Maintains Structure

Provides Structure

Stifles

Progress

Offends

Individuals

slide15

Leadership Judgment Integrity Capacity Based on Respecting Four Human Nature Drives

NegativeZone

Context

Positive Zone

Character

DRIVE TO

BOND

DRIVE TO

LEARN

Negative Zone

Amoral

Professionalism

DRIVE TO

DEFEND

DRIVE TO

ACQUIRE

Results

Rules

ranges of moral judgment evaluation using r 2 c 2
Ranges of Moral Judgment Evaluation using R2C2 ™

Quantitative Qualitative Anchors

Ranges

0 – 1 Extremely Unacceptable Under-emphasis

2 Unacceptable Under-emphasis

3 Minimally Acceptable Emphasis

4 Below Average Emphasis

5 Average Emphasis

6 Above Average Emphasis

7 Optimal Emphasis

8 Unacceptable Over-emphasis

9 – 10 Extremely Unacceptable Over-emphasis

slide19

LEADERSHIP EXTREME CONCERN FOR PROFITS

Flexibility

Context

(ADAPTABILITY)

Character

(INVOLVEMENT)

Internal

External

Results

(EFFECTIVENESS)

Rules

(CONTINUITY)

Control

leadership developmental integrity capacity moral maturity
Leadership Developmental Integrity Capacity: Moral Maturity

The organizational and extra-organizational cultural cognitive improvement of individual and/or collective leadership moral reasoning capabilities from a stage of self-interested connivance, through a stage of external conformity, and onto a stage of internalized commitment to moral principles that demonstrates moral maturity.

leadership moral development stages their work cultures
Leadership Moral Development Stages & Their Work Cultures

Principled Integrity

HOUSE OF INTEGRITY

(Commitment)

Democratic Participation

Allegiance to Authority

HOUSE OF COMPLIANCE

Popular Conformity

(Conformity)

Machiavellianism

HOUSE OF MANIPULATION

Social Darwinism

(Connivance)

leadership moral development stages leadership theories
Leadership Moral Development Stages & Leadership Theories

Principled Transforming Leadership Theories

Principled Integrity

Majority Participation and Servant Leadership Theories

Democratic Participation

Institutional Contingency Leadership Theories

Allegiance to Authority

Leader-Membership Exchange Theories

Popular Conformity

(Conformity)

Path-Goal/Transactional Leadership Theories

Machiavellianism

Autocratic Coercive Power Leadership Theories

Social Darwinism

leadership system integrity capacity moral wholeness
Leadership System Integrity Capacity: Moral Wholeness

The development and alignment of the moral infrastructure within the organization and the shaping of the external moral environment of the leader’s organization to provide a supportive context for moral wholeness in decision making.

leadership and internal system integrity capacity
Leadership and Internal System Integrity Capacity

Organizational Moral Environment

  • Compliance-Based Systems
      • Prevent Criminal Misconduct
      • U.S. Federal Sentencing Guidelines (USFSG)
      • Sarbanes-Oxley Act (SOX)
  • Integrity-Based Systems
      • Enable Responsible Conduct
compliance based organization internal systems
Compliance-Based Organization Internal Systems

1. Establish compliance standards and

procedures

2. Assign high level individuals to oversee

program

3. Exercise due care in delegating

discretionary authority

4. Communicate and train

compliance based organization internal systems26
Compliance-Based Organization Internal Systems

5. Monitor, audit, and provide safe reporting system

6. Enforce appropriate discipline with

consistency

7. Respond to offences and prevent

further misconduct

  • Comply with USFSG & SOX requirements
integrity based organization internal systems
Integrity-Based Organization Internal Systems

1. Moral Leadership at the Top

  • Ethics Needs Assessment &

Compliance Standards in Place

3. Ethics in Strategy and Structure

4. Integrity Steering Committee

  • Statement of Values/Written

Code of Conduct

6. Ethics Policy and Procedure Manuals

integrity based organization internal systems28
Integrity-Based Organization Internal Systems

7. Ethics in Selection, Socialization, and Performance Subsystems

8. Ethics in Appraisal, Rewards/Recognition/Incentive,

and Development Subsystems

  • Ethics in Communication Processes

and Work Attitudes

  • Ethics Training and Education Programs
  • Ethics in Decision-Making/Meeting Processes
integrity based organization internal systems29
Integrity-Based Organization Internal Systems

12. Organizational Integrity Advisor

Responsibilities

13. Ethics Reporting, Whistleblower Protection and Conflict Resolution Processes

14. Enforcement Processes of Ethical Standards

15. Ethics Monitoring, Auditing & Improving Subsystems

  • Ethics System and Quality Work

Process Control and

Improvement

ethical leadership assessment instrument
Ethical Leadership Assessment Instrument
  • Listens to what employees have to say
  • Disciplines employees who violate ethical standards

3. Conducts his/her personal life in an ethical manner

4. Has the best interests of employees in mind

5. Makes fair and balanced decisions

ethical leadership assessment instrument31
Ethical Leadership Assessment Instrument

6. Can be trusted

7. Discusses business ethics or values with employees

8. Sets an example of how to do things the right way in terms of ethics

9. Defines success not just by results but also by the way that they are obtained

  • When making decisions, asks “what is the right thing to do?”

Source: M.E. Brown et al. / Organizational Behavior and Human Decision Processes (2005) 97:117–134

external system integrity capacity
External System Integrity Capacity

1. Domestic External Moral Environment

  • Corruption Elimination and/or Control
  • Industry & Professional Standards
  • Proactive Positive Stakeholder Relations & Triple Bottom Line Accountability

2. Global External Moral Environment

  • Corruption Elimination and/or Control
  • Industry & Professional Standards
  • Proactive Positive Stakeholder Relations & Triple Bottom Line Accountability
improved microeconomic moral accountability
Improved Microeconomic Moral Accountability

A. Individual Leadership Accountability Improvement

1. Demonstrated Process Integrity Capacity: Moral Coherence

2. Demonstrated Judgment Integrity Capacity: Moral Soundness

3. Demonstrated Developmental Integrity

Capacity: Moral Maturity

4. Demonstrated System Integrity Capacity: Moral Wholeness

improved microeconomic moral accountability34
Improved Microeconomic Moral Accountability

A. Collective Leadership Accountability Improvement

1. Demonstrated Process Integrity Capacity: Moral Coherence

2. Demonstrated Judgment Integrity Capacity: Moral Soundness

3. Demonstrated Developmental Integrity

Capacity: Moral Maturity

4. Demonstrated System Integrity Capacity: Moral Wholeness

improved macroeconomic moral accountability
Improved Macroeconomic Moral Accountability

A. Professional Association/Industry Accountability Improvement

1. Strengthen leadership professional education

2. Strengthen leadership for institutional reform

3. Strengthen professional/industry/education accountability links

B. Political Economy Accountability Improvement

1. Balancing types of capitalism/economic democracy

2. International leadership harmonization through global business, government & NGO linkages

3. Domestic & global governance board reforms

slide36

Balancing Types of Capitalism

NegativeZone

Entrepreneur

Capitalism

Positive Zone

Community

Capitalism

DRIVE TO

BOND

DRIVE TO

LEARN

Negative Zone

Amoral

Professionalism

DRIVE TO

DEFEND

DRIVE TO

ACQUIRE

Investor

Capitalism

Regulatory

Capitalism

new agenda for responsible leadership in organizations
New Agenda for Responsible Leadership in Organizations
  • National commission with task forces on improving microeconomic levels of leadership integrity capacity accountability
  • International commission with task forces on improving macroeconomic levels of leadership moral accountability
  • Integrity capacity building skills in mainstream leadership professional education
leadership ethics the integrity capacity challenge38
LEADERSHIP ETHICS: THE INTEGRITY CAPACITY CHALLENGE

Dr. Joseph A. Petrick

Executive Director

Institute for Business Integrity

Wright State University

Leadership Ethics Lecture Series

Ohio Northern University

March 7, 2007