business ethics chapter 11 – Flashcards
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Seven Habits of Strong Ethical Leaders
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strong personal character have a passion to do right proactive consider all stakeholders' interests. role models for the organization's values are transparent and actively involved in decision making holistic view of the firm's ethical culture
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Coercive leader
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demands instantaneous obedience and focuses on achievement, initiative, and self-control. Although this style can be very effective during times of crisis or during a turnaround, it otherwise creates a negative climate for organizational performance.
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Authoritative leader
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considered to be one of the most effective styles—inspires employees to follow a vision, facilitates change, and creates a strongly positive performance climate
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Affiliative leader
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values people, their emotions, and their needs and relies on friendship and trust to promote flexibility, innovation, and risk takin
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Democratic leader
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relies on participation and teamwork to reach collaborative decisions. This style focuses on communication and creates a positive climate for achieving result
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Pacesetting leader
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can create a negative climate because of the high standards that he or she sets. This style works best for attaining quick results from highly motivated individuals who value achievement and take the initiative
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Coaching leader
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builds a positive climate by developing skills to foster long-term success, delegating responsibility, and skillfully issuing challenging assignment
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Transactional leaders
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attempt to create employee satisfaction through negotiating, or "bartering," for desired behaviors or levels of performance
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Transformational leaders
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strive to raise employees' level of commitment and foster trust and motivation
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Authentic leaders
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are passionate about the company, live out corporate values daily in their behavior in the workplace, and form long-term relationships with employees and other stakeholders
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Unethical leaders
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are usually ego-centric and often do whatever it takes to achieve the organization's objectives and their own
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Apathetic leaders
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are not necessarily unethical, but they care little for ethics within the company Does not listen to employees and does not communicate well
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Ethical leaders
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include ethics at every operational level and stage of the decision making process
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Competing conflict management style
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Highly assertive, not very cooperative, believe in winning at any cost, and measure success by how much the other side loses
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Avoiding conflict management style
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Not effective because they avoid conflict at any cost even if it leads to misconduct, are uncooperative, and are non-assertive
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Accommodating conflict management style
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Highly cooperative, non-assertive, and give in to the other side even if it means sacrificing their own interests and values
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Compromising conflict management style
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In between the assertiveness and cooperativeness dimensions, believe best approach to resolving conflicts is for each side to give something up in order to gain something of value
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Collaborating conflict management style
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Most advantageous, leaders are cooperative and assertive, and leaders collaborate with others to find a creative way to obtain a beneficial solution
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Interpersonal communication
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is the most well-known form of communication and occurs when two or more people interact with one another Often difficult to communicate to a superior Ethical leader must work to reassure employees by balancing the interests of all relevant stakeholders
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Nonverbal communication
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is communication expressed through actions, body language, expressions, or other forms of communication not written or oral Nonverbal cues are deemed more reliable that what he or she states verbally
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Listening
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involves paying attention to both verbal and nonverbal behavior Without listening, communication becomes ineffective Good listening skills tend to establish credibility and trustworthiness with employees
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Leader-follower congruence
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occurs when leaders and followers share the same vision, ethical expectations, and objectives for the company
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Leader-exchange theory
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claims that leaders form unique relationships with followers through social interactions
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Leadership
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is the ability or authority to guide and direct others toward a goal.
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Ethical conflicts
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occur when there are two or more positions on an ethical decision.
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emotional intelligence
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The most effective ethical leaders possess the ability to manage themselves and their relationships with others effectively
