Leadership enhancing the lesson of experience 6e by hughes chap 006

Q Chapter Leadership and Values “Leadership cannot just go along to get along… Leadership must meet the moral challenge of the day.” ~Jesse Jackson Introduction  Leaders can use power for good or ill, and the leader’s personal values may be one of the most important determinants of how power is exercised or constrained  The mere possession of power, of any kind, leads inevitably to ethical questions about how that power should and should not be used  The challenge of leadership becomes complex when we consider how individuals of different backgrounds, cultures, and nationalities may hold quite different values yet be thrown into increasingly closer interaction McGraw-Hill/Irwin 6-3 © 2006 The McGraw-Hill Companies, Inc All rights rese Leadership and “Doing the Right Things”  Leaders face dilemmas that require choices between competing sets of values and priorities  Leaders set a moral example to others that becomes the model for an entire group or organization, for good or bad  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 McGraw-Hill/Irwin 6-4 © 2006 The McGraw-Hill Companies, Inc All rights rese Leadership and “Doing the Right Things” (continued)  Four qualities of leadership: Vision  Empathy  Consistency  Integrity   Two contrasting sets of assumptions people make about human nature:  Theory X   Pessimistic view of others Theory Y  McGraw-Hill/Irwin Optimistic view of others 6-5 © 2006 The McGraw-Hill Companies, Inc All rights rese What Are Values?  Values are “constructs representing generalized behaviors or states of affairs that are considered by the individual to be important.”  Values play a fairly central role in one’s overall psychological makeup and 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 McGraw-Hill/Irwin 6-6 © 2006 The McGraw-Hill Companies, Inc All rights rese The Relative Importance People Place on Values Terminal Values Instrumental Values An exciting life Being courageous A sense of accomplishment Being helpful Family security Being honest Inner harmony Being imaginative Social recognition Being logical Friendship Being responsible McGraw-Hill/Irwin 6-7 © 2006 The McGraw-Hill Companies, Inc All rights rese How Do Values Develop? A person’s values reflect the contributions of: Family  Peers  Educational system  Religion  Media  Science and technology  Geography  Current events   Value programming is the extent to which forces outside the individual shape and mold personal values McGraw-Hill/Irwin 6-8 © 2006 The McGraw-Hill Companies, Inc All rights rese Four Generations of Workers  The pervasive influence of broad forces tend to create common value systems among people growing up at a particular time that distinguish them from people who grow up at different times  Each generation is molded by distinctive experiences during their critical developmental periods: The Veterans (1922-1943)  The Baby Boomers (1942-1960)  The Xers (1960-1980)  The Nexters (1980+)  McGraw-Hill/Irwin 6-9 © 2006 The McGraw-Hill Companies, Inc All rights rese Generational Values The results of a scientific sampling of over 1,000 people living in the U.S found little evidence of a generation gap in basic values Values are the result of education and experience Once established, it is relatively difficult to change a leader’s values McGraw-Hill/Irwin 6-10 © 2006 The McGraw-Hill Companies, Inc All rights rese How Values Impact Leadership  Values are a primary determinant in what data are reviewed by leaders and how they define problems  Values often influence leader’s perceptions of individual and organizational successes as well as the manner in which these successes are achieved  Values help leaders choose right from wrong, and between ethical and unethical behavior McGraw-Hill/Irwin 6-11 © 2006 The McGraw-Hill Companies, Inc All rights rese How Values Impact Leadership (continued)  Leaders tend to like followers with similar values and dislike those with dissimilar values  It is important for leaders to surround themselves with followers who possess divergent values  Leaders are motivated to act in ways consistent with their values, and they typically spend most of their time engaged in activities that are consistent with their values McGraw-Hill/Irwin 6-12 © 2006 The McGraw-Hill Companies, Inc All rights rese Key Work Values  Recognition  Tradition  Power  Security  Hedonism  Commerce  Altruistic  Aesthetics  Affiliation  Science McGraw-Hill/Irwin 6-13 © 2006 The McGraw-Hill Companies, Inc All rights rese Leadership and Organizational Values  Organizational values represent the principals by which employees are to get work done and treat other employees, customers, and vendors  The top leadership’s collective values play a significant role in determining organizational culture  Research has shown that employees with values similar to the organization or team are more satisfied and likely to stay; those with dissimilar values are more likely to leave McGraw-Hill/Irwin 6-14 © 2006 The McGraw-Hill Companies, Inc All rights rese Leadership and Organizational Values (continued)  It is vital for a leader to set a personal example of values-based leadership to make sure that clear values guide everyone’s behavior in the organization  If there is indifference or hypocrisy toward values at the highest levels, then it is fairly unlikely that principled behavior will be considered important by others throughout the organization McGraw-Hill/Irwin 6-15 “It’s important that people know what you stand for It’s equally important that they know what you won’t stand for.” ~Mary Waldrop © 2006 The McGraw-Hill Companies, Inc All rights rese Principle-Centered Leadership The principle-centered approach postulates a fundamental interdependence between the unique roles of each level:  Personal  Interpersonal  Managerial  Organizational McGraw-Hill/Irwin 6-16 © 2006 The McGraw-Hill Companies, Inc All rights rese When Good People Do Bad Things  Several ways people with firm moral principles may behave badly without feeling guilt or remorse: Moral justification  Euphemistic labeling  Advantageous comparison  Displacement of responsibility  Diffusion of responsibility  Disregard or distortion of consequences  Dehumanization  Attribution of blame  Darley’s Law  McGraw-Hill/Irwin 6-17 © 2006 The McGraw-Hill Companies, Inc All rights rese What is Culture?  Culture refers to 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  Behavior is the distinctive actions, mannerisms, and gestures characteristic of a culture  Business leaders must become aware and respectful of cultural differences and cultural perspectives McGraw-Hill/Irwin 6-18 © 2006 The McGraw-Hill Companies, Inc All rights rese 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 McGraw-Hill/Irwin 6-19 © 2006 The McGraw-Hill Companies, Inc All rights rese Leader Attributes and Behaviors Universally Viewed as Positive Trustworthy Positive Intelligent Just Dynamic Decisive Honest Motive arouser Effective bargainer Foresighted Confidence builder Win-win problem solver Plans ahead Motivational Administratively skilled Encouraging Dependable Communicative Informed Coordinator Team builder Excellence oriented McGraw-Hill/Irwin 6-20 © 2006 The McGraw-Hill Companies, Inc All rights rese Leader Attributes and Behaviors Universally Viewed as Negative Loner Nonexplicit Asocial Egocentric Noncooperative Ruthless Irritable Dictatorial McGraw-Hill/Irwin 6-21 © 2006 The McGraw-Hill Companies, Inc All rights rese Implications of Leadership Practitioners  Leadership practitioners should expect to face a variety of challenges to their own system of ethics, values, or attitudes during their careers  Interacting with individuals and groups holding divergent and conflicting values is inevitable  Leaders in particular have a responsibility not to let their own personal values interfere with professional leader-subordinate relationships McGraw-Hill/Irwin 6-22 © 2006 The McGraw-Hill Companies, Inc All rights rese Summary Values are constructs that represent general sets of behavior or states of affairs that individuals consider to be important, and they are a central part of a leader’s psychological makeup Values impact leadership through a cultural context within which various attributes and behaviors are regarded differentially - positively or negatively McGraw-Hill/Irwin 6-23 © 2006 The McGraw-Hill Companies, Inc All rights rese ... tend to align the values of their followers with those of the organization or movement McGraw-Hill/Irwin 6-4 © 2006 The McGraw-Hill Companies, Inc All rights rese Leadership and “Doing the Right... distinctive experiences during their critical developmental periods: The Veterans (1922-1943)  The Baby Boomers (1942-1960)  The Xers (1960-1980)  The Nexters (1980+)  McGraw-Hill/Irwin 6-9 © 2006 The. .. Values The results of a scientific sampling of over 1,000 people living in the U.S found little evidence of a generation gap in basic values Values are the result of education and experience