Lecture Leadership: Enhancing the lessons of experience (4/e) – Chapter 6

Chapter 6 - Leadership and values. This chapter reviews evidence regarding the relationship between values and leadership. Values are constructs that represent general sets of behaviors or states of affairs that individuals consider to be important, and they are a central part of a leader''s psychological makeup.

6­1 McGraw­Hill/Irwin © 2002 The McGraw­Hill Companies, Inc., All Rights Reserved C   HAPTER S IX Leadership and Values  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 McGraw­Hill/Irwin © 2002 The McGraw­Hill Companies, Inc., All Rights Reserved 6­3 Some Influences On the Development  Of Personal Values 6­4 Parents Religion Peers Personal  Value  System Technology Education Media McGraw­Hill/Irwin © 2002 The McGraw­Hill Companies, Inc., All Rights Reserved The Building Blocks Of Skills Skills/  Competencies Knowledge Intelligence McGraw­Hill/Irwin Experience Personality  Traitsand Preferences Values Interests Motives/Goals â2002TheMcGrawưHillCompanies,Inc.,AllRightsReserved 6ư5 DevelopmentalLevelsOfMoral Reasoning Preconventional ­ the level in which a person’s  criteria for moral behavior are based primarily on  self­interest • Conventional ­ the level the criteria for moral  behavior are based primarily on gaining others’  approval  • Postconventional ­ the level in which the criteria  are based on universal, abstract principles that  mayeventranscendthelawsofaparticular society McGrawưHill/Irwin â2002TheMcGrawưHillCompanies,Inc.,AllRightsReserved 6ư6 6ư7 StagesOfMoralReasoning PreconventionalLevel Stage 1: “Bad” behavior is that which is punished • Stage 2: “Good” behavior is that which is concretely  rewarded • Conventional Level • Stage 3: “Good” behavior is that which is approved by  others; “bad” behavior is that which is disapproved by  others McGrawưHill/Irwin â2002TheMcGrawưHillCompanies,Inc.,AllRightsReserved 6ư8 StagesOfMoralReasoningcontinued ConventionalLevel Stage4:Goodbehaviorconformstostandardsset bysocialinstitutions;transgressionsleadtofeelingsof guiltordishonor • Postconventional  • Stage 5: “Good” behavior conforms  to community  standards set through democratic participation;  concern with maintaining self­respect and the respect  of equals • Stage 6: “Good” behavior is a matter of individual  conscience based on responsibly chosen commitments  to ethical principles McGraw­Hill/Irwin © 2002 The McGraw­Hill Companies, Inc., All Rights Reserved Perceptions Of Unethical Business  Practices Percent of people expressing belief business would 62% 48% Harm the environment McGraw­Hill/Irwin 38% 37% Endanger public health Sell unsafe products 44% 42% Knowingly sell Deliberately Risk employee inferior charge inflated health and products prices safety © 2002 The McGraw­Hill Companies, Inc., All Rights Reserved 6­9 Actions That May Be Legal But  Unethical • Scapegoating personal failures • Shirking unpleasant responsibilities • Knowingly making unreasonable demands  of others • Breaking promises • Slacking off • Favoring friends for desirable assignments  when others are more qualified.  McGraw­Hill/Irwin © 2002 The McGraw­Hill Companies, Inc., All Rights Reserved 6­10 How Good People Justify Doing  Bad Things • • • • McGraw­Hill/Irwin Moral justification Euphemistic labeling Advantageous comparison Displacementofresponsibility â2002TheMcGrawưHillCompanies,Inc.,AllRightsReserved 6ư11 HowGoodPeopleJustifyDoingBadThings, continued Diffusionofresponsibility Disregardordistortionof consequences • Dehumanization • Attribution of blame McGraw­Hill/Irwin © 2002 The McGraw­Hill Companies, Inc., All Rights Reserved 6­12 The Narrow Band of Acceptable  Behavior Traditional  feminine  behavior Traditional  masculine  behavior Narrow Bands of Acceptable Behavior My  characteristics  as a leader McGraw­Hill/Irwin This  organization’s  stereotype of  effective  leadership © 2002 The McGraw­Hill Companies, Inc., All Rights Reserved 6­13 ... are based on universal, abstract principles that  may even transcend the laws of a particular  society McGraw­Hill/Irwin © 2002 The McGraw­Hill Companies, Inc., All Rights Reserved 6 6 6­7 Stages Of Moral Reasoning • Preconventional Level... Knowingly making unreasonable demands  of others • Breaking promises • Slackingoff Favoringfriendsfordesirableassignments whenothersaremorequalified. McGrawưHill/Irwin â2002TheMcGrawưHillCompanies,Inc.,AllRightsReserved 6 10... Disregard or distortion of consequences • Dehumanization • Attribution of blame McGraw­Hill/Irwin © 2002 The McGraw­Hill Companies, Inc., All Rights Reserved 6 12 The Narrow Band of Acceptable  Behavior