Question 1

leadership

Accepted Answer

The ability or authority to guide and direct others toward a goal.   Most people agree that effective leadership is essential for any organization.

Question 2

normative myopia

Accepted Answer

Occurs when managers overlook or stifle the importance of core values in their business decisions.   Thought to occur because:  1. The belief that normative values do not apply to managerial decisions  2. The belief that facts and values can be separated in decision making  3. The belief that normative values are outside the realm of business.

Question 3

7 habits of strong ethical leaders

Accepted Answer

1. Ethical leaders have strong personal character  2. Ethical leaders have a passion to do right  3. Ethical leaders are proactive  4. Ethical leaders consider all stakeholders\' interests  5. Ethical leaders are role models for their organization\'s values  6. Ethical leaders are transparent and actively involved in decision making  7. Ethical leaders take a holistic view of the firm\'s ethical culture

Question 4

Benefits of ethical leadership

Accepted Answer

1. Ethical leadership has a direct impact on the corporate culture of the firm  2. It can lead to higher employee satisfaction and employee commitment  3. Creates strong relationships with external stakeholders  4. It is a foundational requirement for impacting the long-term market valuation of the firm.

Question 5

Federal Sentencing Guidelines for Organizations

Accepted Answer

Mandates that public firms have ethics programs in place to detect organizational misconduct.

Question 6

Approaches to leadership

Accepted Answer

1. Compliance based approach  2. Integrity based approach

Question 7

Compliance based approach

Accepted Answer

An approach to leadership. Leaders that adopt this approach emphasize obedience to rules and regulations and set processes in place to ensure compliance.   Such an approach deters illegal conduct and stresses a culture of avoidance.   Those in charge of the ethics in the organization are likely called compliance officers or risk managers

Question 8

integrity based approach

Accepted Answer

An approach to leadership. It views ethics as an opportunity to implement core values. Leaders who adopt this take responsibility for the firm\'s ethical culture and hold employees accountable for practicing ethical behaviors and core practices.   Usually have chief officers, human resource managers, and board member committees involved with the ethics and compliance program.

Question 9

Classification of leader types

Accepted Answer

1. Unethical leader  2. Apathetic leader  3. Ethical leader  Reality is that each leader type falls on a continuum or line and not in a box.

Question 10

Unethical leader

Accepted Answer

A leader type. This leader is usually egocentric and often does whatever it takes to achieve personal and organizational objectives.   They perceive ethics codes, compliance regulations, and industry standards as optional.

Question 11

Psychopathic leader (corporate psychopath)

Accepted Answer

A type of unethical leader. They are characterized as having superficial charm, no conscience, grandiose self-worth, little or no empathy, and enjoyment in flouting the rules.   Companies with these types of leaders usually experience various problems

Question 12

Problems that result from having a psychopathic leader

Accepted Answer

1. Heightened level of conflict  2. Lower employee commitment  3. Higher organizational constraints  4. Heavier workloads  5. Poor levels of training  6. Lower job satisfaction  7. Increase in employee absenteeism

Question 13

Apathetic leaders

Accepted Answer

A leader type. These leaders are not necessarily unethical, but they care little for ethics within the company. They often view ethics as relative and optional in a business context.   They often display no passion for the firm or the mission of the organization.

Question 14

Ethical leaders

Accepted Answer

A leader type. These leaders include ethics at every operational level and stage of the decision making process.   They view employee collaboration as an important resource.   Employees are seen as major co-contributors of value.

Question 15

Ethical business conflicts

Accepted Answer

These occurs when there are two or more positions on a decision that conflicts with organizational goals.

Question 16

Ways employees can choose to approach a conflict

Accepted Answer

1. Ignore the issue  2. Confront the other person  3. Report the conflict to management  4. Use a hotline  5. Engage in external whistle-blowing

Question 17

Conflict management styles

Accepted Answer

1. Competing  2. Avoiding  3. Accommodating  4. Collaborating  5. Compromising  *They are based on two dimensions, assertiveness and cooperativeness

Question 18

Assertiveness

Accepted Answer

One of the dimensions of conflict management styles. It is acting in one\'s own best interests.

Question 19

Cooperativeness

Accepted Answer

One of the dimensions of conflict management styles. It means working toward the best interests of the other person.

Question 20

Competing Conflict Style

Accepted Answer

One of the conflict styles of management. Leaders having this conflict management style are highly assertive and not very cooperative.   They believe in winning at any cost and measure success by how much the other side loses.   They are usually not considered to be ethical because their conflict style makes them abusive and less likely to consider the concerns of employees and other stakeholders.   Likely to be more power-oriented and narcissistic

Question 21

Avoiding Conflict Style

Accepted Answer

One of the conflict styles of management. They are uncooperative and non-assertive. Leaders of this approach are not effective because they avoid conflict at any costs--even if it leads to misconduct.   Even if they are aware of misconduct, they have no desire to manage it.

Question 22

Accommodating Conflict Style

Accepted Answer

One of the conflict styles of management. Leaders who adopt this style are highly cooperative but non-assertive.   They will give in to the other side even if it means sacrificing their own interests and values.

Question 23

Compromising Conflict Style

Accepted Answer

One of the conflict styles of management. Leaders who adopt this management style are in between the assertiveness and cooperativeness dimensions. They believe that the best approach to resolving conflict is for each side to give something up in order to gain something of value.   This management style is useful in resolving ethical dilemmas when all solutions have disadvantages.

Question 24

Collaborating Conflict Style

Accepted Answer

One of the conflict styles of management. It is the most advantageous. Leaders who adopt this style are cooperative and assertive. Rather than immediately compromising, these leaders collaborate with others to find a creative way to obtain a beneficial solution.   They desire to meet the needs of stakeholders, but they also strongly adhere to organizational values and principles.   It is the role of the ethical leader to facilitate, foster, and model this conflict style.

Question 25

Dimensions of ethical communication

Accepted Answer

1. Transparency  2. Reporting

Question 26

Transparency

Accepted Answer

A dimension of ethical communication. Leaders create this by developing a culture where ethics is frequently discussed.   Openness and leader accessibility are important in addressing and resolving ethical issues.

Question 27

Reporting

Accepted Answer

A dimension of ethical communication. It is a two-way process in which the communicator communicates with superiors and subordinates.   It can be a formal or informal process.

Question 28

Types of communication

Accepted Answer

1. Interpersonal communication  2. Small group communication  3. Listening  4. Nonverbal communication

Question 29

Interpersonal communication

Accepted Answer

A type of communication and is the most well-known form of communication ad occurs when two or more people interact with one another.   It provides an intimate opportunity for the ethical leader to receive or dispense information.

Question 30

Small group communication

Accepted Answer

A type of communication. It is growing in organizations and becomes increasingly important to ethical decision making.   It is communication within groups.

Question 31

Groupthink

Accepted Answer

A negative side effect of small group communication. It occurs when one or more group members feel pressured to conform to the group\'s decision even if they personally disagree

Question 32

Group polarization

Accepted Answer

Refers to the fact that a group is more likely to move toward a more extreme position than the group members might have done individually.

Question 33

Nonverbal communication

Accepted Answer

A type of communication. It is communication expressed through actions, body language, expressions, or other forms of communication not written or oral.   It provides major clues about an individual\'s emotional state.   Eg. Gestures, facial expressions, proximity, time, dress, and paralanguage

Question 34

Paralanguage

Accepted Answer

A type of nonverbal communication. It is the way we walk, such as volume, inflection, tone, and rhythm.   It provides important indicators of the person\'s emotional status.

Question 35

listening

Accepted Answer

A type of communication. It involves paying attention to both verbal and nonverbal behavior.   Important for ethics, employee morale, establishing credibility and trustworthiness with employees.

Question 36

Leader-follower congruence

Accepted Answer

This occurs when leaders and followers share the same vision, ethical expectations, and objectives for the company.

Question 37

Leader-exchange theory

Accepted Answer

Claims that leaders form unique relationships with followers through social interactions.

Question 38

Code of ethics

Accepted Answer

One of the ways of communicating ethical values to employees. It provides important guidelines for employees on how to act in different situations.   To be effective, it should be accessible and supported by every level of the company.

Question 39

Ethical training

Accepted Answer

One of the ways of communicating ethical values to employees. ______ allows employees to practice the guidelines that are outlined in the ode of ethics.   Effective __________ programs teach employees how to apply the firm\'s values to some of the organization\'s most common ethical risk areas.

Question 40

Ways of communicating ethical values to employees

Accepted Answer

1. Code of ethics  2. Ethical training

Question 41

Ways to facilitate employee feedback

Accepted Answer

1. Interviews  2. Anonymous surveys  3. Ethics audits  4. Websites

Question 42

Ingredients for leadership

Accepted Answer

1. Character  2. Strewardship  3. Experience

Question 43

Character

Accepted Answer

Strong ethical leaders must have the right kind of moral integrity or ______. Such integrity must be transparent; in other words, they must \"do in private as if they were in public.\"

Question 44

Stewardship

Accepted Answer

An ingredient for leadership. It involves managing the responsibilities and duties of being a leader. A leader must assume his or her responsibilities to lead effectively.

Question 45

emotional intelligence

Accepted Answer

The most effective ethical leaders possess the ability to manage themselves and their relationships with others effectively, a skill known as this.   These types of leaders are skilled in self-awareness, self-control, and relationship building

Question 46

Leadership styles based on emotional intelligence

Accepted Answer

1. Coercive leader  2. Authoritative leader  3. Affiliative leader  4. Democratic leader  5. Pacesetting leader  6. Coaching leader

Question 47

Coercive leader

Accepted Answer

A leadership style based on emotional intelligence. This type of leader demands instantaneous obedience and focuses on achievement, initiative, and self-control.   This style can be effective during times of crisis or during a turnaround.  But most of the time it creates a negative climate for organizational performance.

Question 48

Authoritative leader

Accepted Answer

A leadership style based on emotional intelligence. Considered to be one of the most effective styles. It inspires employees to follow a vision, facilitates change, and creates a strongly positive performance climate.

Question 49

Affiliative leader

Accepted Answer

A leadership style based on emotional intelligence. Values people, their emotions, and their needs, and relies on friendship and trust to promote flexibility, innovation, and risk taking.

Question 50

Democratic leader

Accepted Answer

A leadership style based on emotional intelligence. Relies on participation and teamwork to reach collaborative decisions. This style focuses on communication and creates a positive climate for achieving results.

Question 51

Pacesetting leader

Accepted Answer

A leadership style based on emotional intelligence. 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.

Question 52

Coaching leader

Accepted Answer

A leadership style based on emotional intelligence. Builds a positive climate by developing skills to foster long-term success, delegating responsibility, and skillfully issuing challenging assignments.

Question 53

Resonant leader

Accepted Answer

A type of leader that demonstrate mindfulness of themselves and their own emotions, a belief that goals can be met, and a caring attitude toward others within the organization.   These abilities create resonance within the organization, enabling employees to work toward common goals.   They create an ethical corporate culture as well as leader-follower congruence.

Question 54

transactional leaders

Accepted Answer

LEaders that attempt to create employee satisfaction through negotiating, or \"bartering\" for desired behaviors or levels of performance.  They focus on ensuring required conduct and procedures are implemented.    Can positively influence the corporate culture.

Question 55

Transformational leaders

Accepted Answer

Leaders that strive to raise employees\' level of commitment and foster trust and motivation.  These leaders communicate a sense of mission, stimulate new ways of thinking, and enhance as well as generate new learning experiences. They strive to promote activities and behavior through a shared vision and common learning experience.    Can positively influence the corporate culture.

Question 56

Authentic leaders

Accepted Answer

Leaders that 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.   These leaders do not mimic other leaders, but they do learn by observing them.   They demonstrate core values and integrate these values into the operation of the firm.

Question 57

RADAR Model

Accepted Answer

A model that was created to describe an ethical leader\'s duty to recognize ethical issues, avoid misconduct whenever possible, discover ethical risk areas, answer stakeholder concerns when an ethical issue comes to light, and recover from a misconduct disaster by improving upon a weakness in the ethics program.

Question 58

Ethics continuity planning

Accepted Answer

Involves the identification of risk areas and the development of a response plan to deal with major issues. By imagining worst case scenarios, leaders brainstorm with others in the firm the best way to avoid them.   Part of the avoid of the RADAR model.

Question 59

Ethics audits

Accepted Answer

A good discovery tool (in RADAR model) to discover ethical issues.   Intended to carefully review such ethics initiatives as ethics programs, codes of conduct, hotlines, and ethics training programs

Question 60

Steps of recovery (in RADAR model)

Accepted Answer

1. Take corrective action  2. Compensate stakeholders harmed by the misconduct  3. Express regret for the misconduct  4. Reinforce the firm\'s reputation with positive messages

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