Transcript Values - De Anza College

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Chapter
6
Leadership and Values
“Leadership cannot just go along to get
along… Leadership must meet the moral
challenge of the day.”
~Jesse Jackson
McGraw-Hill/Irwin
copyright © 2009 by The McGraw-Hill Companies, inc. All Rights Reserved
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Introduction
• Personal values may be one of the
most important determinants of how
power is exercised or constrained.
• Mere possession of power leads to
ethical questions about usage of
power.
• The challenge of leadership becomes
complex in a diverse and global
environment.
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Leadership and “Doing the Right
Things”
• Leaders face dilemmas that require choices
between competing sets of values and
priorities.
• Leaders set a moral example that becomes the
model for an entire group or organization.
• Leaders should internalize a strong set of
ethics, principles of right conduct, or a
system of moral values.
• Good leaders tend to align the values of their
followers with those of the organization or
movement.
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Leadership and “Doing the Right
Things” (continued)
• Four qualities of leadership that engenders
trust:
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Vision
Empathy
Consistency
Integrity
• Two contrasting sets of assumptions people
make about human nature:
– Theory X
• Reflects that most people need extrinsic
motivation.
– Theory Y
• Reflects that most people are intrinsically
motivated.
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What Are Values?
• Values: “Constructs representing generalized
behaviors or states of affairs that are
considered by the individual to be important.”
– “beliefs of a person or social group in which they have an
emotional investment (either for or against something)” WordReference.com English Dictionary
• They play a fairly central role in one’s overall
psychological makeup.
– They can affect behavior in a variety of
situations.
• Individuals in the same work unit can have
considerably different values.
• We can only make inferences about people’s
values based on their behavior.
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Are there Generational
Differences in Values?
• Pervasive influences of broad forces at a
particular time tend to create common value
systems.
– This may contribute to misunderstandings and
tension between older leaders and younger
followers.
• Each generation is molded by distinctive
experiences at their critical developmental
periods:
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The Veterans (1922–1943)
The Baby Boomers (1942–1960)
The Gen Xers (1960–1980)
The Nexters (1980–)
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Recognized Generations
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Veterans: Generational group that came of age in the Great Depression
and World War II—represent a wealth of lore and wisdom and have been
the stabilizing force in organizations.
Baby Boomers: Generational group of postwar babies that came of age
in times of violent social protests, lifestyle experimentation, and pervasive
questioning of establishment values; this group is beginning to gray, but
they still have a lot of passion and commitment for work; they want to
create a level playing field for all, but they hold too many meetings for
GenXers.
GenXers: Generational group who grew up during the Watergate scandal,
energy crisis, higher divorce rates, MTV, and corporate downsizing; tend to
be technologically savvy, independent, and skeptical of institutions and
hierarchy; entrepreneurial and embrace change and are not much for job
security—they are loyal to a vocation more than an organization; more
likely than previous generations to seek balance in their lives.
Nexters: Generational group that was born in 1980 or later (current
college students) and making significant generalizations is risky this early in
the generational development; however, they generally share an optimism
based on how their parents raised them and they tend to doubt the wisdom
of traditional racial and sexual categorizing.
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Are there Generational
Differences in Values? (continued)
• Research has also found that there is little evidence of a
generation gap in basic values.
• Research has also identified certain recurring generational
archetypes:
– Prophet generations - Born after a great war or other crisis when there
is rejuvenated community life and consensus around a new societal
order.
– Nomad generations - Born during a cultural renewal, when social
idealism and spiritual agendas among the young foster a revolt against
the established institutional order.
– Hero generations - Born after a spiritual awakening, leading to a time
of individual pragmatism, self-reliance, laissez-faire, and national (or
sectional or ethnic) chauvinism.
– Artist generations - Born during a great war or other crisis, when
worldly dangers force a relatively simple focus on essentials, and
public consensus and personal sacrifice prevail.
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Moral Reasoning
• An important consideration is how one thinks
about value-laden issues or ethical dilemmas.
• Moral reasoning: Process leaders use to make
decisions about ethical and unethical behaviors.
– Manner by which leaders solve moral problems.
• Value differences often result in different
judgments regarding ethical and unethical
behavior.
• Kohlberg offers that although the development
of moral reasoning is invariant, not all
individuals actually achieve the highest stages.
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Kohlberg’s Moral Development Levels
• Moral reasoning refers to the process leaders use to
make determinations about ethical and unethical
behavior.
– Pre-conventional level, is based on decision making
that is in the individual’s self-interest (i.e., avoiding
punishment or receiving rewards).
– Conventional level, is characterized by decision
making that gains others’ approval or is in line with
expectations of common societal norms.
– Post-conventional level is characterized by decision
making that is based on universal, abstract principles
(i.e., decisions based on justice).
• Research points toward young adulthood (20-30) as a
period of change for how people define what is morally
right and wrong.
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Developmental Levels and Stages of
Moral Reasoning
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How Values Impact Leadership
• Values are primary determinants in what data
are reviewed and how leaders define
problems.
• Values affect the solutions generated and
the decisions made about problems.
• Values often influence a leader’s
perceptions of individual and organizational
successes and the manner in which they are
achieved.
• Values help leaders choose right from
wrong, and between ethical and unethical
behavior.
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How Values Impact Leadership
(continued)
• Leaders tend to like followers with
similar values and dislike those with
dissimilar values.
• Leaders must surround themselves with
followers who possess divergent
values.
• Leaders are motivated to act in ways
consistent with their values.
– They typically spend most of their time
engaged in activities that are
consistent with their values.
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Key Work Values
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Leadership Values Profile
VP or R&D
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Leadership and Organizational
Values
• Organizational values: Represent the
principals by which employees are to get work
done and treat other employees, customers,
and vendors.
• Organizational culture is affected by top
leadership’s collective values.
• Related to the notion of culture and climate is
the employee “fit.”
• Values are often a key factor in conflict,
especially when choices represent values in
opposition.
• Leader must set a personal example of
values-based leadership.
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Leadership and Organizational Values
(continued)
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Ethical behavior within (or by) an organization is not only the
sum of collective moralities of its members. It is also the
collective behavior of its Executives.
Cove has developed and popularized an approach called
principle-centered leadership.
Unique roles of each level of interdependency:
– Personal – To be trustworthy person on both character and person.
– Interpersonal – Relationship that lacks trust, leads to self protective
efforts to control and verify each other’s behavior.
– Managerial – Only in context of trust will managers risk empowering
style, leading others to their full potential given leadership skills are
present.
– Organizational – Will be most successful when structure and
systems are aligned.
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Positive Forms of Leadership
• Authentic leadership: Grounded on “to thine
own self be true.”
• It has gained momentum because of these
beliefs:
– Enhancing self-awareness.
– Promoting transparency and openness.
– Fostering more inclusive structures and
practices.
• Servant leadership: Leader’s role is to serve
others.
– Subject to criticism for its tendency to suggest
that serving others is an end in itself.
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When Good People Do Bad Things
• Ways people with firm moral principles may
behave badly without feeling guilt or remorse:
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Moral justification
Euphemistic labeling
Advantageous comparison
Displacement of responsibility
Diffusion of responsibility
Disregard or distortion of consequences
Dehumanization
Attribution of blame
• Darley offers that ethical problems are almost
inherent in systems that measure performance.
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What is Culture?
• Culture: Those learned behaviors
characterizing the total way of life of members
within any given society.
• The most salient aspect of any culture typically
involves behavior.
• Distinctive actions, mannerisms, and gestures
characteristic of a culture.
• Business leaders must become aware and
respectful of cultural differences and cultural
perspectives.
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A Framework for Understanding Cultural
Differences
• Seven fundamental dilemmas that people of
all cultures face:
– Source of Identity: Individual – Collective
– Goals and Means of Achievement: Tough –
Tender
– Orientation to Authority: Equal – Unequal
– Response to Ambiguity: Dynamic – Stable
– Means of Knowledge Acquisition: Active –
Reflective
– Perspective on Time: Scarce – Plentiful
– Outlook on Life: Doing – Being
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Leader Attributes and Behaviors Universally
Viewed as Positive and Negative
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Examples of Leader Behaviors and
Attributes That Are Culturally Contingent
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Implications of Leadership
Practitioners
• Leaders should expect to face a variety of
challenges to their own system of ethics,
values, or attitudes.
• Interacting with individuals and groups
holding divergent and conflicting values is
inevitable.
• Leaders particularly have a responsibility
not to let their personal values interfere
with professional leader-subordinate
relationships.
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Summary
• Values are constructs that represent
general sets of behavior or states of affairs
that individuals consider to be important.
• They are a central part of a leader’s
psychological makeup.
• They impact leadership through cultural
contexts.
– Various attributes and behaviors are regarded
either positively or negatively.
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