Transcript Daft, Chapter 6

Chapter 6
Courage and Moral Leadership
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Ex. 6.1 Comparing Unethical
Versus Ethical Leadership
The Unethical Leader
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Is arrogant and self-serving
Excessively promotes selfinterest
Practices deception
Breaches agreements
Deals unfairly
Shifts blame to others
Diminishes others’ dignity
Neglects follower development
Withholds help and support
Lacks courage to confront
unjust acts
The Ethical Leader
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Possesses humility
Maintains concern for the
greater good
Is honest and straightforward
Fulfills commitments
Strives for fairness
Takes responsibility
Shows respect for each
individual
Encourages and develops
others
Serves others
Shows courage to stand up for
what is right
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Ex. 6.2 How to Act Like a Moral
Leader
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Develop, articulate, and uphold high moral principles.
Focus on what is right for the organization as well as all the
people involved.
Set the example you want others to live by.
Be honest with yourself and others.
Drive out fear and eliminate undiscussables.
Establish and communicate ethics policies.
Develop a backbone – show zero tolerance for ethical
violations.
Reward ethical conduct.
Treat everyone with fairness, dignity, and respect, from the
lowest to the highest level of the organization.
Do the right thing in both your private and professional life –
even when no one is looking.
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Moral Leadership
Distinguishing right from
wrong and doing right;
seeking the just, honest, and
good in the practice of
leadership
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Ex. 6.4 Three Levels of Personal
Moral Development
Level 3:
Postconventional
Level 2:
Conventional
Level 1:
Preconventional
Follows rules to avoid
punishment. Acts in own
interest. Blind obedience
to authority for its own
sake.
Lives up to
expectations of
others. Fulfills duties
and obligations of
social system.
Upholds laws.
Follows internalized universal
principles of justice and right.
Balances concern for self
with concern for others and
the common good. Acts in
an independent and ethical
manner regardless of
expectations of others.
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Ex. 6.5 Continuum of LeaderFollower Relationships
Stage 1
Control
Active
Passive
Stage 2
Participation
Stage 3
Empowerment
Stage 4
Service
Whole
employees
Authoritarian
manager
Participative
manager
Selfresponsible
contributors
Team
players
Stewardship
-empow.
leader
Obedient
subordinates
Control Centered in the
Leader/Organization
Servant
leader
Control Centered in
the Follower
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Stewardship
A belief that leaders are deeply
accountable to others as well as to the
organization, without trying to control
others, define meaning and purpose
for others, or take care of others.
See the Parker-Follett quote on page 229
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Stewardship
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Relationship between leaders and
followers in which leaders lead without
dominating or controlling followers.
Stewardship is an employee-focused
form of leadership that enables
followers to make decisions and have
control over their jobs. (Lussier &
Achua, 2002)
Servant leadership
 Transcends
self-interest to
serve the needs of others, by
helping them grow
professionally and emotionally.
 Encourages others in their
personal development and
helps them understand the
larger purpose in their work.
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“Whenever we have the opportunity
or responsibility to influence the
thinking and the behavior of others,
the first choice we are called to make
is whether to see the moment
through the eyes of self-interest or for
the benefit of those we are leading”
(Blanchard & Hodges, 2003)
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One of the quickest ways you can tell the
difference between a servant leader and a selfserving leader is how they handle feedback,
because one of the biggest fears that selfserving leaders have is to lose their position.
Self-serving leaders spend most of their time
protecting their status. They usually respond
negatively to feedback, because they think your
feedback means that you don’t want their
leadership anymore.
Servant leaders embrace and welcome
feedback as a source of useful information on
how they can provide better service.
Basic precepts of Servant Leadership
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Put service before self-interest. Be resourceful.
Listen first to affirm confidence in others. Listen
to figure out the will of the group and then further it
however she can.
Inspire trust by being trustworthy. Be willing to
give everything away – power, control, rewards,
information, and recognition.
Help others accept their responsibilities and find
the power of the human spirit in their work. Work
exists for the person as much as the person exists
for work.
Time for a flick!
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Acceptance and Empathy
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“The servant always accepts and empathizes,
never rejects. The servant as leader always
empathizes, always accepts the person but
sometimes refuses to accept some of the person’s
effort or performance as good enough.”
(Greenleaf, 1977)
Foresight
This is the central ethic of leadership. The
failure (or refusal) to foresee may be viewed as
an ethical failure, because a serious ethical
compromise today (when the usual judgment
on ethical inadequacy is made) is sometimes
the result of a failure to make the effort at an
earlier date to foresee today’s events and take
the right actions when there was freedom
for initiative to act. The action we label
unacceptable in the present moment is often
really one of no choice. (Greenleaf, 1977)
Servant leadership
 “The
measure of leadership is not
in the quality of the head, but in the
tone of the body. The signs of
outstanding leadership appear
primarily among the followers.”
(De Pree, 1989)
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Leadership is a service. Leaders serve
a purpose for the people who made it
possible for them to lead – their
constituents. They are servant leaders
– not self-serving, but other serving.
Leadership is a privilege. You can’t be
motivated by self-interest and expect to
be a leader. The instant you feel
exempt from the standards of the
organization, you cease to be a leader.
The leader galvanizes people by living
their shared vision.
Attitude check. As a leader…
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Is your purpose to serve those you have
been given the privilege to lead, or to be
served by your subordinates?
Are you more concerned about
maintaining and overseeing your
fiefdom, or are you more concerned
about partnering with others to build a
healthy, purposeful work environment
for everyone?
Covey article: New Wine, Old Bottles
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Three steps to transformation
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Adopt a new philosophy: Build new relationships based on
the principles of mutual respect and equality, not position and
power. Roles are equal but different.
Create a new psychological contract or performance
agreement (details)
With the transfer of power and responsibility for results, the
leader becomes the servant and source of help (details)
Servant leadership is a tougher style because when
you set up performance agreements and become a
source of help, people have to be tough on
themselves. They just can’t sit around and blame
others.
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Courage
The ability to step forward through fear
•Courage means accepting responsibility
•Courage often means nonconformity
•Courage means pushing beyond the comfort zone
•Courage means asking for what you want and saying what you think
•Abilene paradox: the tendency of people to not voice their true thoughts
because they want to please others.
•Courage means fighting for what you believe
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Whistleblowing
Employee disclosure of
illegal, immoral, or
unethical practices in the
organization
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Finding personal courage
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Believe in a higher purpose
Draw strength from others
Welcome failure
Harness frustration and anger
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VIGOR
When I am working, I feel mentally strong
I can continue for a very long time when I am working
When I work at my current job, I feel like I am bursting with energy
At my job, I feel strong and vigorous
When I get up in the morning, I feel like going to work
DEDICATON
I find my work to be full of meaning and purpose
My work inspires me
I am enthusiastic about my job
I am proud of the work that I do
I find my work challenging
ABSORBTION
Time flies when I am working
When I am working, I forget everything else around me
I feel very happy when I am working intensively
I can get carried away when I am working
I am immersed in my work
Service-Profit Chain
Operating Strategy and Service Delivery System
Employee
Retention
Internal
Service
Quality
Employee
Satisfaction
And Engagement
Vigor
Dedication
Absorption
Workplace design
Job design
Employee selection
and development
Rewards and recognition
Enablement: Tools for serving customers
Revenue
Growth
(effectiveness)
External
Service
Value
Customer
Satisfaction
Customer
Loyalty
Employee
Productivity
Profitability
(efficiency)
Results
for customers
Retention
Repeat business
Referral
Service designed and delivered
to meet targeted customers’ needs
Source: James L. Heskett et al. “Putting the Service Profit Chain to Work”, Harvard Business Review, March-April 1994, p. 166