PLEASE READ THE INSTRUCTIONS. This is Doctoral work!! Provide one response to EACH student’s POST. Each response should be 150 words. PLEASE KEEP IN ORDER; the responses must be relevant to the student’s post. LET’S MAKE SURE ALL QUESTIONS ARE COVERED AND ANSWERED, and no negative responses to each student’s post.
Sean O'Leary Marcus, thank you for your outstanding contribution to class learning. You stated "Personal interactions with them may influence one's evaluation of a leader's ethical leadership. Positive experiences like being treated fairly, having open lines of communication, and making moral decisions are likely to improve opinions of a leader's ethical behavior. On the other hand, unfavorable encounters might influence views in a negative direction, such as seeing favoritism, a lack of transparency, or unethical behavior". I really like the way you articulated those facts. The rest of your personal experience discussion is right on the mark and how I see the world as well. Regards, Lakesia Colomb Brown, Trevio, and Harrison (2005) defined ethical leadership as the promotion of normatively appropriate behavior to followers through two-way communication, reinforcement, and decision-making, as well as the example of such conduct through one's own activities and interpersonal interactions. Leaders that are morally upright are capable of acting in the best interests of their organizations, even when doing so is unpopular, unprofitable, or inconvenient. Describe the behaviors that are most important for you to feel trust in the ethical leadership of a supervisor, manager, or company executive? The most important things a leader must do for people to trust him or her are the following: The people in charge should show that they appreciate everyone's hard work and ideas. Instead of acting in a way that would make it seem like each employee is just a number, management should give their employees a voice, empower them, and let them give their opinions and suggestions on certain decision-making processes that will directly affect them on the job. Treating each employee fairly and equally is also a very important part of being an ethical leader. There shouldn't be any favoritism from management toward any employee, because this would make the other employees less likely to trust management because they don't see the same level of favoritism. Describe any descriptors in the list that are difficult to observe? The descriptors that were selected from the list that are difficult to observe, are the following: is fair and objective when evaluating member performance and providing rewards; and is fair and objective when allocating tasks to members. For the descriptors that say is fair and objective when evaluating member performance and rewarding. Performance evaluations are confidential and only addressed between a manager and their subordinate, making it difficult to determine if a boss is being fair. "Is fair and unbiased when assigning tasks to members" is another difficult descriptor to observe because managers often assign tasks based on each employee's strengths, not because of favoritism or inequity. Analyze how ethical leadership can be measured in an organization? Measuring ethical leadership involves utilizing a tool that certifies that the mission, vision and values of the company is in alignment with the employee’s behaviors on the job. Whether or not a leadership is effective and is performing as expected is to conduct an annual employee survey that contains questions geared toward how well the employees think management is performing. Evaluate how personal experience with a leader (e.g., work assignments, disciplinary actions) skew your assessment of his or her ethical leadership? Cite an example based on personal experience. Workers frequently have a biased perspective when evaluating their bosses' ethical behavior. Individuals frequently form opinions of others based on their own experiences, which may color how they view leaders (Gonzalez-Padron, 2015). My own experiences have influenced how I view their ethical leadership in the following ways: I think that when something negative is said about an employee, management is frequently ready to believe it without fully investigating the claim. There are always bad people at work, and they frequently take advantage of this undesirable managerial trait. The behavior of a different employee that they didn't like was the subject of malicious people lying to management, and because many people reported the same story, it was assumed that it was true. However, I know that this was not the case, and the person was put on probation as a result of the lies that were told. After that incident, I had a distorted view of management. References Brown M. E., Treviño L. K., Harrison D. (2005). Ethical leadership: A social learning perspective for construct development and testing. Organizational Behavior and Human Decision Processes, 97, 117-134. Gonzalez-Padron, T. (2015). Business ethics and social responsibility for managers. Zovio. Yukl, G., Mahsud, R., Hassan, S., & Prussia, G. E. (2013). An improved measure of ethical leadershipLinks to an external site.Links to an external site.. Journal of Leadership & Organizational Studies, 20(1), 38–48. https://doi.org/10.1177/1548051811429352 Casey Farr 1. Describe the behaviors that are most important for you to feel trust in the ethical leadership of a supervisor, manager, or company executive? To feel trust in the ethical leadership of a supervisor, manager, or company executive, and aspire to emulate their behaviors, there are important key qualities. Behaviors of leadership don’t always have to align, but there should be some common main characteristics such as transparency, honesty, empathy, and fairness. · Transparency: Transparent leaders openly shares information, decisions, and intentions. They foster open lines of communication and encourage dialogue and feedback. · Integrity and Honesty: Leaders build trust through transparency. When leaders are transparent, it creates a sense of trust with the employee. · Empathy: Leaders strive to understand the employee's needs and aspirations. · Fairness: Leaders treat all employees equitably, applying consistent standards and avoiding favoritism. 2. Describe any descriptors in the list that are difficult to observe. Fairness can be challenging to observe from a subordinate point of view. Typically, subordinates don’t see or hear everything that goes on with their peers. Most of this is by design, but also due to privacy reasons. Not every situation is the same, and many times the situation warrants different approaches and actions. Oftentimes, perceived favoritism creeps in due to the unknown. 3. Analyze how ethical leadership can be measured in an organization. According to Yukl et al (2013), three instruments are designed to measure ethical leadership: Ethical Leadership Survey, Perceived Leader Integrity Scale, and Ethical Leadership Work Questionnaire. Measuring ethical leadership can be difficult due to the subjectivity and complexity of one’s own beliefs. However, establishing a common framework for an organization can help align expectations. Moreover, conducting climate surveys and assessing attrition and complaints can enlighten leadership on the organization's current state. 4. Evaluate how personal experience with a leader (e.g., work assignments, disciplinary actions) skew your assessment of his or her ethical leadership? Cite an example based on personal experience. Many times, personal experiences create biases that hinder relationships between employees and leaders. As a leader, it’s important to protect the privacy of others while also ensuring fair treatment of all employees. As an employee, I’m not privy to everything that goes on beyond my own self. Too much information about peers without context can be detrimental to one’s own growth. When I received disciplinary actions at work, my defense kicked in and my first thought was what about the other person? This defense mechanism stemmed from past experiences where I thought I was being treated unfairly and never received full transparency. When feelings of unfairness come up, my immediate assumption of that leader is they are unfair and lack empathy. Yukl, G., Mahsud, R., Hassan, S., & Prussia, G. E. (2013). An improved measure of ethical leadershipLinks to an external site.Links to an external site.. Journal of Leadership & Organizational Studies,20(1), 38–48. https://doi.org/10.1177/1548051811429352 Marcus Mccall-MY POST-WK4- OMM640 Behaviors that are important for trust in ethical leadership Supervisors, managers, or corporate executives must exhibit specific behaviors for others to believe in their ability to lead ethically. Some significant actions that promote trust include: Transparency: Leaders who follow moral principles communicate openly and honestly, revealing their choices, plans, and possible hazards. Integrity: Leaders are likelier to win their followers' trust if they consistently uphold their moral ideals and always conduct themselves with their words and deeds. Fairness and Justice: Ethical leaders provide parity in awards, promotions, and opportunities by treating staff members fairly and justly (Meinert, 2014). Empathy and Care: Ethical leaders are compassionate and empathetic towards their staff members, listening to their worries and acting to promote their wellbeing. This conduct fosters confidence and fosters a productive workplace. Difficult-to-observe descriptors With direct access to the questionnaire or the precise descriptors, it may be easy to objectively examine some of the ethical leadership questionnaire's descriptions. However, other characteristics or behaviors could be more challenging to spot, such as: Moral Development: In-depth understanding of a leader's principles and ethical decision-making procedures, which may need to be more readily discernible in routine encounters, may be necessary to evaluate their moral progress (Yukl et al., 2013). Authenticity: While authenticity is crucial for moral leadership, assessing authenticity based on observed behaviors can be challenging. Measuring ethical leadership in an Organization It can be challenging to assess ethical leadership inside an organization. Usually, it combines qualitative and quantitative research techniques. Some such strategies include: Surveys and questionnaires: Organizations can create or use validated surveys to determine how their workforce views their leaders' moral character, honesty, fairness, and other pertinent aspects of ethical leadership (Thornton, 2014). Ethical decision-making scenarios: To gauge a leader's capacity for making ethical decisions and judgments, hypothetical ethical situations might be given to them. Performance evaluations: Integrating ethical leadership criteria into performance reviews may give managers a comprehensive examination of their moral conduct and how it affects their teams' productivity and outcomes. 360-degree feedback: Feedback from peers, subordinates, and superiors can offer a variety of viewpoints on a leader's moral character and efficiency. Personal Experience and Assessment of ethical leadership Personal interactions with them may influence one's evaluation of a leader's ethical leadership. Positive experiences like being treated fairly, having open lines of communication, and making moral decisions are likely to improve opinions of a leader's ethical behavior. On the other hand, unfavorable encounters might influence views in a negative direction, such as seeing favoritism, a lack of transparency, or unethical behavior. Employees are likely to view a leader as ethically responsible and trustworthy if they routinely provide their team members with challenging but essential work, constructive criticism, and recognition for their accomplishments. On the other hand, employees may doubt a leader's ethical leadership if they routinely administer unjust disciplinary measures, exhibit favoritism, or neglect to address unethical behavior within the team. In conclusion, actions like openness, honesty, justice, and empathy are the foundation for confidence in ethical leadership. While some ethical leadership questionnaire descriptors could be challenging to observe, surveys, ethical decision-making scenarios, performance reviews, and 360-degree feedback can all be used to measure ethical leadership in organizations. Depending on a leader's actions and behaviors, personal encounters with them can have a substantial-good or negative influence on how ethically sound they are as a leader. References: Meinert, D. (2014, April 1). I am creating ethical workplace links to an external site. HR Magazine. https://www.shrm.org/hr-today/news/hr-magazine/pages/0414-ethical-workplace-culture.aspx Thornton, L. F. (2014, January 15). Understanding (and preventing) ethical leadership failuresLinks to an external site. Leading in Context Blog. https://leadingincontext.com/2014/01/15/understanding-and-preventing-ethical-leadership-failures/ Yukl, G., Mahsud, R., Hassan, S., & Prussia, G. E. (2013). An improved measure of ethical leadership links to an external site. Journal of Leadership & Organizational Studies, 20(1), 38–48. https://doi.org/10.1177/1548051811429352