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1. What are the 7 characteristics of bad leaders?

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Incompetent (lack ability) Rigid (unyielding) Intemperate (lack self control) Callous (uncaring) Corrupt (lie/cheat) Insular (separate group and outsiders) Evil (inflict harm)

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1. What are the types of power available to leaders?

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Coercive (penalties and punishments) Reward (offer rewards) Legitimate (position) Expert (characteristics) Referent (role model, admiration)

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1. Shadow of Privilege

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The greater the power, the greater the reward. Many leaders get more than they deserve, usually abuse company resources, time, are overpaid and so forth.

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1. Shadow of Mismanaged Information

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Deny knowledge, withhold information, use information for personal benefit, blackmail, violate privacy, release information to wrong people

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1. Shadow of Inconsistency

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Leader acts differently in different situations, diversity leads to discrepancy

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1. Shadow of Misplaced or Broken Loyalties

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Abusing the loyalty of followers

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1. Shadow of Irresponsibility

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Fail to prevent misdeeds, and deny responsibility to his own actions and followers actions

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2. Shadow Casters

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Internal Monsters Selfishness Faulty Decision-Making Failure of Moral Imagination Lack of Expertise Contextual Pressures

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2. Internal Monsters

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Insecurity Battleground Mentality (us vs. them) Functional Atheism (leader controls everything) Fear Denying Death Evil (inner darkness)

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2. Selfishness

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Ego-Driven Greed Narcissism (loves self) Machievellianism (manipulative)

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2. Faulty Decision-Making

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Making theories about how the world works, about other people, and about ourselves- using these theories to support action

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2. Moral Imagination

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Reproductive- aware of decision context Productive- reframe problem in different perspectives Creative- come up with moral solution

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2. Lack of Expertise

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Lack necessary knowledge and skill

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2. Contextual Pressures

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Co-Option- reward immoral behavior Incrementalism- gradual lead to corruption Compromise- cutting deals

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2. Why do followers follow bad people?

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Need for parental figures, exchange freedom for security, need to feel chosen, community, fear of isolation, own sense of personal weakness

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3. Virtue Ethics

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Start with the ideal person in mind

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3. Courage

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Overcoming fear to do the right thing

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3. Optimism

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Expecting best outcomes even in hard times

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3. Integrity

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(Leaders Character) Wholeness, practice what you preach

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3. Humility

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Balance between low and high opinion of self

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3. Compassion

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Put others ahead of self

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3. Justice

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(Leaders Character) Obligation to the common good, treat others equally and fairly

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3. Moral Identity

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Person who places ethics at the center of their being

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3. Moral Episode

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In times of danger there are moral heroes

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3. Moral Processes

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Engage in moral projects (limited time) and moral work (over lifetime)

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3. Storytelling

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Provides us with an opportunity for moral reflection

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3. Learning from Hardship

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Leaders develop faster in challenging situations

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3. Developing Habits

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Be proactive Begin with the end in mind Put first things first Think win-win Seek to understand Synergize Sharpen the saw (keep up with knowledge)

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4. Evil as a Dreadful Pleasure

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Enjoying the feeling of being the victimizer

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4. Evil as Deception

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Lying to keep up appearances

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4. Administrative and Bureaucratic Evil

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Doing evil things because it's your job

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4. Evil as Sanctioned Destruction

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Devalue and dehumanize people to make evil easier

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4. Evil as a Choice

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One bad decision leads down a path of bad decisions

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4. Evil as Ordinary

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Turning evil in a given situation

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4. Forgiveness

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Uncovering- Recognize the problem Decision- Commits to forgive Work- Understanding the victimizer Deepening- Outcomes

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5. Utilitarianism

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Do greatest good for the greatest number of people

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5. Immanuel Kant's Categorical Imperative

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Do what is right, no matter the cost

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5. Justice as Fairness

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Guarantees equal rights and opportunities

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5. Communitarianism

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Shoulder personal responsibilities, seek common good

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5. Altruism

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Love your neighbor, all you need is love

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7. Moral Sensitivity

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Recognizing the presence of an ethical issue

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7. Factors that prevent us from recognizing moral issues (moral sensitivity)

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Not factoring ethical decisions in every day thinking Reluctant to use moral terminology Wanting to appear strong and capable Ethical Fading

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7. Ethical Fading

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Self-deceit that we are acting morally when we are not

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7. Moral Judgment

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Ability to make judgments about what is the right or wrong thing to do

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7. Stages of Moral Judgment

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Level One - Preconventional Thinking 1: Obey to avoid punishment 2: Follow the rules to get the best deal Level Two - Conventional Thinking 3: Look to others for guidance and expectations 4: Look to society as a whole for direction Level Three - Principled Thinking 5: Make sure rules serve greatest good for greatest number of people 6: Operate according to universal principals (justice, equality, etc.)

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7. Moral Focus

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Motivated to follow through with ethical decisions Self-interest undermines motivation, emotion can motivate action

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7. Moral Character

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You need this to execute moral behavior

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8. Social Loafing

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Individual efforts are reduced when in a group

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8. Groupthink

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Unanimous agreement ahead of problem-solving; overconfidence, closed-mindedness, and group pressure

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8. False Agreement

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When individuals agree because they falsely think everyone else also agrees

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8. Psychological Factors of False Agreement

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Action Anxiety (too anxious to speak up) Negative Fantasies (what happens if they speak) Real Risk (risks of speaking up) Fear of Separation (being cut off from group) Psychological Reversal of Risk and Certainty (play out scenario in head)

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8. Key Aspects of Communication

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Seek Dialogue Recognize and Manage Emotions Model comprehensive, critical listening Engage in supportive (not defensive) talk Have substantive, constructive conflict

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8. Evaluation vs. Description

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Messages that are judgmental, or messages that are supportive

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8. Control vs. Problem Orientation

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Messages that imply the target is inadequate and needs to change, or respectful collaborative efforts that are non personal

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8. Strategy vs. Spontaneity

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Messages that manipulate and hide true motivations, or honest behavior messages that reduce defensiveness and promote positive environments

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8. Neutrality vs. Empathy

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Messages imply the speaker doesn't care, or messages of reassurance and acceptance

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8. Superiority vs. Equality

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Messages that one-up the other person, or messages that indicate each other as equals

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8. Conflict

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Substantive ______ produces positive outcomes through debates, discourages groupthink and false agreement

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9. Ethical Organizational Climates

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Zero Tolerance for Destructive Behaviors Justice Integrity Process Focus Structural Reinforcement Social Responsibility

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9. Zero Tolerance for Destructive Behavior

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Incivility- rude actions Aggression- trying to hurt others Sexual Harassment- hostile environment Discrimination- putting select groups at a disadvantage

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9. Justice (3 Types of Fairness)

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(Ethical Climate) 1. Distributive- outcomes and benefits are given fairly 2. Procedural- use fair procedures to determine distributions 3. Interactional- treat people with dignity and respect, share information on how decisions are made

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9. Integrity

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(Ethical Climate) - Clear communicated values - Leaders are committed to rules - Values are important in routine decision-making - Systems and structures support and reinforce commitments - Leaders have knowledge and skills to make decisions

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9. Process Focus

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Concern for means and ends- how organization achieves its goals

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9. Structural Reinforcement

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1. Monetary and Nonmonetary Rewards 2. Performance and Evaluation Process 3. Decision-making rights and responsibilities

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9. Social Responsibility

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Concern for those outside of the organization, recognize all stakeholders are considered and treated justly

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9. Codes of Ethics

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Conflict of Interest Records, Funds, and Assets Information (public) Outside Relationships (contact is healthy) Employment Practices Other Practices (additional policies)

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Describe the darkside of leadership.

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engage in destructive behaviors and exhibit dysfunctional behaviors.

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Destructive behaviors of dark side of leadership.l

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Leaving followers worse off Violating human rights Feeding followers' illusions; creating dependence Playing to the basest fears and needs of followers Stifling criticism; enforcing compliance Misleading followers Subverting ethical organizational structures and processes Engaging in unethical, illegal and criminal acts Building tolaitarian regimes Faling to nurture followers, including successors Setting constituents against one another Encouraging followers to hate or destroy others Identifying scapegoats Making themselves indispensable Ignoring or promoting incompetence, cronyism and corruption

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What are the clusters of the dark side of leadership?

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Cluster 1: Poor decisions based on inadequate information Cluster 2: Lacks critical skills; unable to persuade or negotiate to motivate followers Cluster 3: Overly controlling and micomanages followers Cluster4: Can't handle conflict and behaves inconsistently and plays favorites Cluster 5: Not all bad but not all good either; doesn't seek information from others doesn't change mind and not good at coordinating Cluster 6: Isolates group from the rest of organization Cluster 7: creates situation of misery and despair; brutal, bullying and lying and engaging in unethical behavior

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Toxic Qualities

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Lack of integrity Insatiable ambition Enormous egos Arrogance Amorality (inability to discern right from wrong) Avarice (greed) Reckless disregard for the costs of their actions Cowardice (refusal to make tough choices) Failutre to understand problems Incompetence in key leadership situations

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Hard power

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Uses inducements (bonuses, raises)and threats (arrests, firings) to get people to go along. Coercive power.

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Soft power

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attracting or convincing others by setting a worthy example or creating an inspiring vision or building relationships with followers.

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Empty Suit

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Lacks the knowledge, experience, skills and/or intellect to hold in the position Addiction to consultants Inability to make their own decisions Does not understand the irresponsibility of their actions

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Bathsheba syndrome

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Four By-products of success that can put a leader into a downward spiral: Complacency - lose strategic focus Shift attention to leisure, entertainment, self-centered fail to provide adequate supervision control of resources and belief of controlling situation

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Elements of Character

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Virtues: Courage, Temperance, Wisdom and Prudence (Practical Wisdom), Justice, Optimism, Integrity, Humility, Reverence, Compassion (Kindness, Generosity, Love)

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Four Elements of Virtue

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Woven into inner lives of leaders and persist over time; shape the way leaders see and behave; sensitive to ethical issues and ct morally, operate independent of the situation, live better and more satisfying lives

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Courage followers do:

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Assume REsponsibility Serve Challenge (leaders and others) Participate in Transformation Leave (aren't afraid to leave rather than compromise ethics)

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temperance and its importance in leadership

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the ability to control emotions and pleasure (or self-control) It is important for a leader to have balance or practice moderation. Being able to enjoy life's pleasures but not being controlled by them. Knowing one's limits and living withine one's means.

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Practical wisdom

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draws upon knowledge and experience to promote the common good over the short-term and the long-term. Using all information and colloborate with others to arrive at the best solution.

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Justice and the importance of it in leadership

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Sense of obligation to the common good; to be fair and equal to others regardless of sex, race, wealth or position. Leaders have a moral obligation to consider the needs and interests of the entire group and also how the actions or laws will impact others.

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Deontology

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We should base our decisions on our obligations or duty even if it is contrary to our own personal interests. Immanuel Kant

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Pragmatism

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focuses on the process of moral decision making and decisions are arrived by inquiry - John Dewey was the main spokesperson and this emerged after the Civil War through World War II.

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Ethics of a good follower

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Be informed, engaged, independent, watchdog, be prepared to analyze and judge the situation, leader, other followers, be open to allies and forming coalitions; be prepared to be different, be prepared to take a stand; be loyal to the group - not an individual; know the slippery slope leaders may face; know your options; know the risk of doing something and doing nothing; check your moral compass.

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ethics of care

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Importance of realizing and meeting the needs of those we are responsible for. Value emotions. Specific needs and relationships take priority above universal principles. Breaks down the barriers between public and private spheres. Views persons as both relational and interdependent.

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