A research-based ethical leadership training, covering 3 levels:
1- Personal
2- Team
3-Organization
Developped by Youssef Gaboune and Dr Tareq Al Suwaidan
4. Why is Ethical Leadership relevant now?
ETHICAL
LEADERS
www.ethical-leaders.com
MOST
WANTED
In times of
CRISIS
5. Why is Ethical Leadership relevant now?
VIDEO
University of Notre-Dame’s
Ethical Leadership Program
www.youtube.com/watch?v=OK8Pw4dzbio
6. UNETHICAL BEHAVIOR
HARMS SALES
In a 2003 survey by Wirthlin Worldwide
80%
of people said they
DECIDE TO BUY
a firm’s goods or
services
partly on their
perception of
its ethics.
7. UNETHICAL BEHAVIOR
WORSENS EMPLOYEE FRAUD
according to U.S. workers surveyed in 2002 by Ernst & Young
20%
Costs
employers
of every dollar earned
10. How to identify Ethical Leaders?
WATCH THEM IN
TURBULENT TIMES
11. The Target Audience
WHO
is this training aimed at
?
www.ethical-leaders.com
ETHICAL LEADERSHIP AMBASSADOR TRAININGTM
12. The Target Audience
PRE-REQUISITES
MOTIVES
CHARACTER
FORMATION
INFLUENCE
Mendonca & Kanungo, 2006 STRATEGIES
13. The Training’s Objectives
Ethical Leadership Ambassadors
should be able to better:
1- DIAGNOSE ethically challenging situations
2- ROLE MODEL ethical leadership behaviors
3- PROMOTE ethical leadership
15. ETHICAL
LEADERSHIP
CHALLENGES
CHALLENGE
Source: The Center for Creative Leadership Handbook of Leadership
Development , Described in Johnson C.E, 2009
30. DEFINITIONS
ASSESSMENT 1: Do your followers perceive you as an ethical leader?
Scoring Interpretation
The PLIS measures subordinates’ perceptions of their leaders’
integrity in organizational settings. Your responses on the PLIS indicate the
degree to which you see your supervisor’s behavior as ethical.
Score the questionnaire by doing the following. Sum the responses
on all 31 items. A low score on the questionnaire indicates that you perceive
your supervisor to be highly ethical. A high score indicates that you see your
supervisor to be very unethical. The interpretation of what the score
represents is given below.
Total score: ______
31. DEFINITIONS
ASSESSMENT 1: Do your followers perceive you as an ethical leader?
Interpretation: Your score is a measure of your perceptions of
your supervisor’s ethical integrity. Based on previous findings (Craig &
Gustafson, 1998), the following interpretations can be made about your total
score.
31-35 High ethical If you scored in this range, it means that you see
your supervisor as highly ethical. Your impression
is that your supervisor is very trustworthy and
highly principled.
36-66 Moderate Scores in this range mean that you see your
supervisor as moderately ethical. Your impression
is that he or she sometimes engages in slightly
unethical behaviors.
67-124 Low ethical This range is descriptive of supervisors who are
seen as very unethical. Your impression is that
they do things which are dishonest, unfair, and
unprincipled.
36. What are
BEHAVIORS
The TOP 3 Processes
for ensuring an
Ethical Business Culture?
1- Leaders support & model ethical
behavior
2- Leaders communicate consistently
3- Ethics are integrated into the fabric of the
organization
37. BEHAVIORS
What are the
Top 5
Most important
Ethical Leadership
Behaviors ?
38. Top 5
Most important
BEHAVIORS
ethical leadership behaviors
39. What are
BEHAVIORS
The TOP 3 Processes
that ensure an
Ethical Business Culture?
1- Keep Promises
2- Encourage Open Communication &
Ensure No Retaliation
3- Keep employees informed
41. Be
BEHAVIORS
TRUTHFUL & TRUSTWORTHY
Act with
MORAL COURAGE
Foster
OPEN COMMUNICATION
ENCOURAGE ethical behavior and
DISCOURAGE unethical behavior
1
2
3
4
42. BEHAVIORS / Be Truthful & Trustworthy
ASSESSMENT 2
Promise Keeping
Do you communicate your promises clearly and
precisely so there is no misunderstanding?
Are your promises slippery, e.g., "I will try to do it"?
Are there any promises that you have made right now
but not fulfilled?
Do you show up for meetings on time?
What system can you set up now that will ensure that
your promises are kept?
Are there requests that you have made that have not
been acted upon or followed up on?
Have you established a culture within your
organization which supports the keeping of promises
and calls others to account for failure to keep them?
http://www.leadershipmasterymap.com/keep-their-promises.htm
Yes/No
43. BEHAVIORS / Be Truthful & Trustworthy
Why do
leaders
(or anyone)
lie ?
44. BEHAVIORS / Be Truthful & Trustworthy
1
To boost appeal and
likeability
45. BEHAVIORS / Be Truthful & Trustworthy
2
To avoid negative
consequences
46. BEHAVIORS / Be Truthful & Trustworthy
3
To gain an advantage
47. BEHAVIORS / Be Truthful & Trustworthy
4
To cover up lies
48. Be
BEHAVIORS
TRUTHFUL & TRUSTWORTHY
Act with
MORAL COURAGE
Foster
OPEN COMMUNICATION
ENCOURAGE ethical behavior and
DISCOURAGE unethical behavior
1
2
3
4
49. ASSESSMENT 3
Moral Courage
5- BEHAVIOR
I risk substantial personal loss to achieve the vision.
I take personal risks to defend my beliefs.
I say no even if I have a lot loose.
I consciously link my actions to higher values.
I don’t hesitate to act against the opinions and approval of
others.
I quickly tell people the truth even when it is negative.
I feel relaxed most of the time
I speak out against organizational injustice
I stand up to people if they make offensive remarks
I act according to my conscience even if it means I lose
status and approval.
Yes No
Add up your points for ‘‘Mostly True’’ answers
≥ 7: You have real potential to act as a courageous leader
≤ 3: You avoid difficult issues or have not been in situations that challenge your moral leadership
Is your score consistent with your understanding of your own courage?
How might you increase your courage as a leader?
50. BEHAVIORS / Moral Courage
VIDEO 1
MORAL COURAGE
Erdogan at Davos
http://youtu.be/OrbQsHkVQ_4
51. Be
BEHAVIORS
TRUTHFUL & TRUSTWORTHY
Act with
MORAL COURAGE
Foster
OPEN COMMUNICATION
ENCOURAGE ethical behavior and
DISCOURAGE unethical behavior
1
2
3
4
52. ASSESSMENT 4
Fostering Candor
5- BEHAVIOR
Can you be constructively candid with those
around you?
What conversations are you avoiding?
Who are you avoiding?
How would you and your organization benefit
if everyone talked about the crucial things
needed to be successful—even though such
conversations may be painful?
What conversation can you have today that
will put things on the table so that they can be
addressed?
Yes/No
53. Be
TRUTHFUL & TRUSTWORTHY
Act with
MORAL COURAGE
Foster
OPEN COMMUNICATION
ENCOURAGE ethical behavior and
DISCOURAGE unethical behavior
5- BEHAVIOR
1
2
3
4
54. BEHAVIORS / Encourage ethical behavior
VIDEO 2
Discipline
No Gossip Zone
http://youtu.be/OrbQsHkVQ_4
55. Be
TRUTHFUL & TRUSTWORTHY
Act with
MORAL COURAGE
Foster
OPEN COMMUNICATION
ENCOURAGE ethical behavior and
DISCOURAGE unethical behavior
BEHAVIORS
1
2
3
4
56. Gaboune- Al Suwaidan PRESSURES
DRIVERS
(GAS)
ModelTM
(2011)
BEHAVIOR
EMOTION
COGNITION
S
T
R
E
N
G
T
H
W
E
A
K
N
E
S
S
57. Be
BEHAVIORS
TRUTHFUL & TRUSTWORTHY
Act with
MORAL COURAGE
Foster
OPEN COMMUNICATION
ENCOURAGE ethical behavior and
DISCOURAGE unethical behavior
1
2
3
4
58. BEHAVIORS / Foster Open Communication
WHATis
an Open Consulting Circle?
?
65. BEHAVIORS / Foster Open Communication
1- IDENTIFY
an ethical challenge
(10 mins)
66. BEHAVIORS / Foster Open Communication
2- DIAGNOSE
the ethical challenge
(25 mins)
67. BEHAVIORS / Foster Open Communication
3- SHARE
relevant experiences and
possible solutions
(20 mins)
68. BEHAVIORS / Foster Open Communication
4- PRACTICE
difficult conversations
(20 mins)
69. BEHAVIORS / Foster Open Communication
5- SYNTHESIZE
lessons learned
+
commitments
(15 mins)
70. BEHAVIORS / Foster Open Communication
5 STEPS
(90 mins)
1- IDENTIFY (10 mins)
2- DIAGNOSE (25 mins)
3- SHARE (20 mins)
4- PRACTICE (20 mins)
5- SYNTHESIZE (15 mins)
71. BEHAVIORS / Foster Open Communication
5 STEPS
(90 mins)
1- IDENTIFY (10 mins)
2- DIAGNOSE (25 mins)
3- SHARE (20 mins)
4- PRACTICE (20 mins)
5- SYNTHESIZE (15 mins)
72. BEHAVIORS / Foster Open Communication
How can we categorize
ethical leadership
challenges
?
73. BEHAVIORS / Foster Open Communication
CHALLENGES
in leading a team project
1 2 3 4
TEAM
BUILDING
TASK
DELEGATION
FOLLOW-UP
CRISIS
Performance
Review
IMPACT ON STAKEHOLDERS
74. BEHAVIORS / Foster Open Communication
1- IDENTIFY (10 mins)
Example : How do you stand public
criticism?
75. BEHAVIORS / Foster Open Communication
5 STEPS
1- IDENTIFY (10 mins)
2- DIAGNOSE (25 mins)
3- SHARE (20 mins)
4- PRACTICE (20 mins)
5- SYNTHESIZE (15 mins)
76. What would
drive you to
deal ethically
with this sharp
criticism?
PRESSURES
BEHAVIOR
EMOTION
COGNITION
DRIVERS
1- DRIVERS
77. What are the
Top 3 Drivers
To run a business
ethically
?
1- DRIVERS
81. What pressures
do you think
could push you
to react
unethically?
PRESSURES
BEHAVIOR
EMOTION
COGNITION
DRIVERS
Suwaidan-Gaboune ModelTM
(2011)
2- PRESSURES
82. What are the
Top 3 Pressures
To act unethically
?
2- PRESSURES
83. Top 3 Pressures
To act unethically
Survey conducted by the Human Resource Institute (HRI) in 2006, and
commissioned by American Management Association (AMA)
2- PRESSURES
85. 2 TYPES OF DILEMMAS
VS
RIGHT WRONG
VS
RIGHT RIGHT
PRESSURES
BEHAVIOR
EMOTION
COGNITION
DRIVERS
Suwaidan-Gaboune ModelTM
(2011)
2- PRESSURES
86. DILEMMAS
VS
RIGHT WRONG
Pressure of TEMPTATION
Pressure of RETALIATION
PRESSURES
BEHAVIOR
EMOTION
COGNITION
Pressure of MANIPULATION DRIVERS
Suwaidan-Gaboune Model
(2011)
2- PRESSURES / Right vs Wrong dilemmas
87. 2- PRESSURES / Right vs Wrong dilemmas / Temptation
VS
RIGHT WRONG
Pressures of temptation
PRESSURES
BEHAVIOR
EMOTION
COGNITION
DRIVERS
Suwaidan-Gaboune Model
(2011)
3
major situational factors
amplify temptations to act unethically
Coughlan, Richard, Connolly, Terry (2008) Investigating Unethical Decisions at work:
Justification and Emotion in Dilemma Resolution; Journal of Managerial Issues,
Schweitzer , Ordonez and Douma (2004) The Role of Goal Setting in Motivating
Unethical Behaviour, Academy of Management Journal 47, 422-432.
88. 2- PRESSURES / Right vs Wrong dilemmas / Temptation
SITUATIONAL
FACTORS
89. 2- PRESSURES / Right vs Wrong dilemmas / Temptation
VIDEO 2
Unethical Qualification to Soccer World Cup
www.youtube.com/watch?v=jxw1-Id91lQ
90. 2- PRESSURES / Right vs Wrong dilemmas / Temptation
VS
RIGHT WRONG
Pressures of temptation
PRESSURES
BEHAVIOR
EMOTION
COGNITION
DRIVERS
Suwaidan-Gaboune Model
(2011)
1
Closeness to goal
increases the temptation to commit the
unethical act
Coughlan, Richard, Connolly, Terry (2008) Investigating Unethical Decisions at work:
Justification and Emotion in Dilemma Resolution; Journal of Managerial Issues,
Schweitzer , Ordonez and Douma (2004) The Role of Goal Setting in Motivating
Unethical Behaviour, Academy of Management Journal 47, 422-432.
91. 2- PRESSURES / Right vs Wrong dilemmas / Temptation
CLOSE TO GOAL
92. 2- PRESSURES / Right vs Wrong dilemmas / Temptation
VS
RIGHT WRONG
Pressures of temptation
PRESSURES
BEHAVIOR
EMOTION
COGNITION
DRIVERS
Suwaidan-Gaboune Model
(2011)
2
High Stakes
the bigger the gain expected from the
unethical behavior, the bigger the temptation
to commit it
Coughlan, Richard, Connolly, Terry (2008) Investigating Unethical Decisions at work:
Justification and Emotion in Dilemma Resolution; Journal of Managerial Issues,
Schweitzer , Ordonez and Douma (2004) The Role of Goal Setting in Motivating
Unethical Behaviour, Academy of Management Journal 47, 422-432.
93. 2- PRESSURES / Right vs Wrong dilemmas / Temptation
HIGH
STAKES
94. 2- PRESSURES / Right vs Wrong dilemmas / Temptation
VS
RIGHT WRONG
Pressures of temptation
PRESSURES
BEHAVIOR
EMOTION
COGNITION
DRIVERS
Suwaidan-Gaboune Model
(2011)
3
Low Risk of Punishment
little risk of being exposed or punished for misbehaviour
Coughlan, Richard, Connolly, Terry (2008) Investigating Unethical Decisions at work:
Justification and Emotion in Dilemma Resolution; Journal of Managerial Issues,
Schweitzer , Ordonez and Douma (2004) The Role of Goal Setting in Motivating
Unethical Behaviour, Academy of Management Journal 47, 422-432.
95. 2- PRESSURES / Right vs Wrong dilemmas / Temptation
NO PUNISHMENT
97. 2- PRESSURES / Right vs Wrong dilemmas / Retaliation
VS
RIGHT WRONG
Pressures of RETALIATION
PRESSURES
BEHAVIOR
EMOTION
COGNITION
DRIVERS
Suwaidan-Gaboune Model
(2011)
LATEST
US SURVEY
ON BUSINESS
ETHICS
2009-2010
98. 2- PRESSURES / Right vs Wrong dilemmas / Manipulation
Other employees gave you a cold shoulder
Your supervisor or management excluded you from
decisions and work activity
You were verbally abused by your supervisor or
someone else in management
You almost lost your job
You were verbally abused by other employees
You were not given promotions or raises
You were reallocated or reassigned
Any other form of retaliation
You were demoted
You experienced physical harm to your person or property
Source: 2009 National Business Ethics Survey, Ethics Resource Center, USA
99. 2- PRESSURES / Right vs Wrong dilemmas / Manipulation
VS
RIGHT WRONG
Pressures of Manipulation
PRESSURES
BEHAVIOR
EMOTION
COGNITION
DRIVERS
Manipulators exploit the following vulnerabilities (buttons)
in victims:
The “disease to please” or, addiction to
earning approval and acceptance from others
Emotophobia (fear of negative emotion)
Lack of assertiveness and ability to say no
(blurry sense of identity, soft personal
boundaries )
Braiker, Harriet B. (2004). Who’s Pulling Your Strings ? How
to Break The Cycle of Manipulation, McGraw-Hill
Suwaidan-Gaboune Model
(2011)
ASSESSMENT 5
100. DILEMMAS
VS
RIGHT RIGHT
Truth or Loyalty?
Short-term or Long-term?
Individual or Community?
Justice or Mercy?
PRESSURES
BEHAVIOR
EMOTION
COGNITION
DRIVERS
Suwaidan-Gaboune Model
(2011)
2- PRESSURES / Right vs Right/ Dilemmas
101. PRESSURES
BEHAVIOR
EMOTION
COGNITION
DRIVERS
Suwaidan-Gaboune Model
(2011)
2- COGNITION
What thinking
processes
are at play?
102. Problematic beliefs?
Self-centered purpose?
Lack of critical thinking?
No choice? (3rd alternative)
Rationalization?
PRESSURES
BEHAVIOR
EMOTION
COGNITION
DRIVERS
Suwaidan-Gaboune Model
(2011)
3- COGNITION
103. PRESSURES
BEHAVIOR
EMOTION
COGNITION
DRIVERS
Suwaidan-Gaboune Model
(2011)
2- COGNITION
The ultimate
vaccin
against
extremisms
104. 23- COGNITION / Problematic Beliefs
PROBLEMATIC
BELIEFS
Problematic beliefs can disrupt ethical
reasoning and ethical action
106. MOST COMMON PROBLEMATIC BELIEFS
TO
SUCCEED
http://www.tgcoy.com/anxiety/beliefs-that-cause-problems.html
3- COGNITION
107. MOST COMMON PROBLEMATIC BELIEFS
TO SUCCEED
Would you be ready
to stand up for what
is right at the cost of
displeasing your
boss or coworkers?
http://www.tgcoy.com/anxiety/beliefs-that-cause-problems.html
3- COGNITION
108. MOST COMMON PROBLEMATIC BELIEFS
TO SUCCEED
INSTEAD
I want to be loved
and approved of by
God
http://www.tgcoy.com/anxiety/beliefs-that-cause-problems.html
3- COGNITION
109. MOST COMMON PROBLEMATIC BELIEFS
http://www.tgcoy.com/anxiety/beliefs-that-cause-problems.html
3- COGNITION
110. MOST POPULAR PROBLEMATIC BELIEFS
Would you confront
an unethical act you
witness, or just
ignore it?
http://www.tgcoy.com/anxiety/beliefs-that-cause-problems.html
3- COGNITION
111. MOST COMMON PROBLEMATIC BELIEFS
INSTEAD
FACING A PROBLEM IS
AN OPPORTUNITY TO
FIX A PROBLEMATIC
SITUATION
3- COGNITION
112. MOST COMMON PROBLEMATIC BELIEFS
People who do
things I don't
approve of are
bad people.
http://www.tgcoy.com/anxiety/beliefs-that-cause-problems.html
3- COGNITION
113. MOST COMMON PROBLEMATIC BELIEFS
INSTEAD
Judge actions
not people.
http://www.tgcoy.com/anxiety/beliefs-that-cause-problems.html
3- COGNITION
114. MOST COMMON PROBLEMATIC BELIEFS
People are either
GOOD OR BAD
http://www.tgcoy.com/anxiety/beliefs-that-cause-problems.html
3- COGNITION
115. MOST COMMON PROBLEMATIC BELIEFS
INSTEAD
Recognize good
actions and condemn
bad actions
http://www.tgcoy.com/anxiety/beliefs-that-cause-problems.html
3- COGNITION
116. SELF / 5 STAR PERSONAL MASTERY MODEL / BELIEFS
MOST COMMON PROBLEMATIC BELIEFS
I HAVE TO BE PERFECT
MISTAKES = INCOMPETENCE
http://www.tgcoy.com/anxiety/beliefs-that-cause-problems.html
3- COGNITION
117. SELF / 5 STAR PERSONAL MASTERY MODEL / BELIEFS
MOST COMMON PROBLEMATIC BELIEFS
Would you lie to cover
up a mistake?
http://www.tgcoy.com/anxiety/beliefs-that-cause-problems.html
3- COGNITION
118. SELF / 5 STAR PERSONAL MASTERY MODEL / BELIEFS
MOST COMMON PROBLEMATIC BELIEFS
INSTEAD
Mistakes are learning
opportunities
http://www.tgcoy.com/anxiety/beliefs-that-cause-problems.html
3- COGNITION
119. Care-Behavior Matrix
What I believe about others
They care
about me
They do not
care about me
http://www.changingminds.org/explanations/behaviors/care-behavior_matrix.htm
What I
believe
about
myself
I should care
for others
I do not care
for others
Collaborator Nurturer
User Independent
3- COGNITION
120. Problematic beliefs?
Self-centered purpose?
Lack of critical thinking?
No choice? (3rd alternative)
Rationalization?
PRESSURES
BEHAVIOR
EMOTION
COGNITION
DRIVERS
Suwaidan-Gaboune Model
(2011)
3- COGNITION
130. 3- COGNITION / Critical Thinking
USES INFORMATION
(DATA, OBSERVATIONS…)
ALL THINKING
131. 3- COGNITION / Critical Thinking
MAKES
P
U
R
P
O
S
E
INFERENCES
(INTERPRETATIONS THAT
GIVE MEANING TO
OBSERVATIONS)
ALL THINKING
132. 3- COGNITION / Critical Thinking
SELF / 5 STAR PERSONAL MASTERY MODEL / THINKING
UTILIZES
P
U
R
P
O
S
E
CONCEPTS
(THEORIES, LAWS,
MODELS… )
ALL THINKING
133. 3- COGNITION / Critical Thinking
SELF / 5 STAR PERSONAL MASTERY MODEL / THINKING
MAKES
P
U
R
P
O
S
E
ASSUMPTIONS
(PRESUPPOSITIONS,
TAKING THINGS FOR
GRANTED)
ALL THINKING
134. 3- COGNITION / Critical Thinking
GENERATES
P
U
R
P
O
S
E
IMPLICATIONS
(CONSEQUENCES)
ALL THINKING
135. 3- COGNITION / Critical Thinking
SELF / 5 STAR PERSONAL MASTERY MODEL / THINKING
EMBODIES A
P
U
R
P
O
S
E
VIEWPOINT
(PERSPECTIVE, FRAME OF
REFERENCE)
ALL THINKING
136. Problematic beliefs?
Self-centered purpose?
Lack of critical thinking?
No choice? (3rd alternative)
Rationalization?
PRESSURES
BEHAVIOR
EMOTION
COGNITION
DRIVERS
Suwaidan-Gaboune Model
(2011)
3- COGNITION
137. 3- COGNITION
No choice ? (3rd alternative)
PRESSURES
BEHAVIOR
EMOTION
COGNITION
DRIVERS
Suwaidan-Gaboune Model
(2011)
/ No Choice (3rd Alternative)
138. No choice ? (3rd alternative)
PRESSURES
BEHAVIOR
EMOTION
COGNITION
DRIVERS
Suwaidan-Gaboune Model
(2011)
3- COGNITION / No Choice (3rd Alternative)
139. 3- COGNITION
Problematic beliefs?
Self-centered purpose?
Lack of critical thinking?
No choice? (3rd alternative)
Rationalization?
PRESSURES
BEHAVIOR
EMOTION
COGNITION
DRIVERS
Suwaidan-Gaboune Model
(2011)
140. 3- COGNITION / Rationalization
RATIONALIZATION
JUSTIFICATION
(Distortion of reality)
The process of constructing a logical justification for a belief, decision, or action
that was originally arrived at through a different mental process
142. 3- COGNITION / Rationalization
12 Most Popular
RATIONALIZATIONS
It’s for your own good (white lies)
Everybody does it (we’ve always done it this way)
Who am I to judge
I’m not so bad so long as others are worse
It’s not my job
I’m not hurting anybody
It’s too important; it’s necessary
It’s not important
The end justifies the means
I’m only human (I’m not perfect / I’m basically honest / I hardly ever lie / Just this once)
It’s a stupid rule
Ethics is a luxury I can’t afford right now
1
2
3
4
5
6
7
8
9
10
11
12
http://josephsoninstitute.org/business/blog/2010/12/the-dirty-dozen-twelve-common-rationalizations-and-excuses-to-avoid/
143. 3- COGNITION / Rationalization
Do you rationalize?
Test yourself:
144. 3- COGNITION / Rationalization
Public Exposure Test
Would you be comfortable if your action were to be
exposed in public ?
154. PRESSURES
BEHAVIOR
EMOTION
COGNITION
DRIVERS
Suwaidan-Gaboune Model
(2011)
WEAKNESS STRENGTH
DESIRE to be
admired /
accepted
DESIRE to learn
the truth and
to grow
FEAR of dipleasing
others / endangering
career advancement
FEAR of becoming
deaf to relevant
criticism and pursuing a
destructive path.
(unable to distinguish
right from wrong)
ANGER at critics
whom you see as unjust
attackers who seek to
humiliate you publicly
ANGER for the right
of freedom of critical
expression
4- EMOTION
155. Gaboune- Al Suwaidan PRESSURES
DRIVERS
(GAS)
ModelTM
(2011)
BEHAVIOR
EMOTION
COGNITION
S
T
R
E
N
G
T
H
W
E
A
K
N
E
S
S
156. What
behaviors
are at play?
PRESSURES
BEHAVIOR
EMOTION
COGNITION
DRIVERS
Suwaidan-Gaboune Model
(2011)
5- BEHAVIOR
157. Be
TRUTHFUL & TRUSTWORTHY
Act with
MORAL COURAGE
Foster
OPEN COMMUNICATION
ENCOURAGE ethical behavior and
DISCOURAGE unethical behavior
5- BEHAVIOR
1
2
3
4
158. PRESSURES
BEHAVIOR
EMOTION
COGNITION
DRIVERS
1- Be truthful and trustworthy
WEAKNESS STRENGTH
Denying true
facts
Recognizing
each true fact and
denying only false ones
Saying half-truths
Always telling
the truth
Not
shouldering
responsibility
for own actions
Taking full
responsibility
of the consequences of
your actions
5- BEHAVIOR
159. PRESSURES
BEHAVIOR
EMOTION
COGNITION
DRIVERS
2-Act with moral courage
WEAKNESS STRENGTH
Avoid
criticizing
people of
authority
because you fear their
eventual retaliation, and
focus only on the people
who have less power.
Boldly defend
a point of view
you believe is
fair
even if you risk
displeasing people who
can retaliate.
5- BEHAVIOR
160. PRESSURES
BEHAVIOR
EMOTION
COGNITION
DRIVERS
3-Foster Open Communication
WEAKNESS STRENGTH
Interrupting Listening to
understand
Denying mistakes Admitting mistakes
Using personal
attacks
Embracing critics,
Disagreeing
respectfully
Refusing to
change one’s
own position
Offering 3rd
alternatives
5- BEHAVIOR
161. PRESSURES
BEHAVIOR
EMOTION
COGNITION
DRIVERS
4-Encourage ethical behavior and
discourage unethical behavior
WEAKNESS STRENGTH
Not recognizing or
rewarding respectful
critics
Thanking the
critics
Not confronting
disrespectful ways of
talking about other
people
Suggesting more
respectful ways to
express criticism in
the future.
5- BEHAVIOR
166. GROUP ACTIVITY
List the top 3 ethical leadership challenges
that make or break trust / commitment in
each of the 4 steps
1 2 3 4
TEAM
BUILDING
TASK
DELEGATION
FOLLOW-UP
(CRISIS)
Performance
Review
IMPACT ON STAKEHOLDERS
167. GROUP ACTIVITY
1 2 3 4
TEAM
BUILDING
TASK
DELEGATION
FOLLOW-UP
(CRISIS)
ACHIEVEM
ENT
Task dispatching
Goal-setting
Ressource-allocation
Mistakes
Bad behavior
Demotivation
Feedback
Recognition
Casting
Engagement
IMPACT ON STAKEHOLDERS
168. 1 2 3 4
TEAM
BUILDING
TASK
DELEGATION
FOLLOW-UP
CRISIS
ACHIEVEM
ENT
Task dispatching
Goal-setting
Ressource allocation
Mistakes
Bad behavior
Demotivation
Feedback
Recognition
Casting
Engagement
IMPACT ON STAKEHOLDERS
1-Ex: Casting the team
How can you be fair in selecting team members?
(tendency to choose people that resemble us, yes men…)
How to communicate the decision to co-workers who were not
chosen for the project?
173. TEAM/
To enable leaders to :
TO CREATE AND MAINTAIN AN
ETHICAL TEAM CLIMATE
GOAL
174. TEAM/
PROBLEM
Teams may suffer from pressures (ex:
conformity) that could prevent members
to act ethically or to raise ethical issues.
175. TEAM/
CONTENT
1- Why Ethical Teams?
2- Team Trust Assessment
3-3Team dysfunctions
3.1 Cognitive
3.2 Emotional
3.3 Behavioral
4- Steps to build ethical teams
176. TEAM / WHY ETHICAL TEAMS ?
Teams have the
potential to make
better choices than
individuals
177. TEAM / WHY ETHICAL TEAMS ?
Top-level executives
spend on average 21
weeks / year in team
work
(committees, task forces and other small settings)
Johnson C.E, Meeting the ethical challenges of leadership, Sage Publications, Inc; 3rd edition (July 23, 2008) p.216
Rothwell J.D., (1998) In mixed company: Small group communication (3rd ed.) Fort Worth, TX: Harcourt Brace, p.2.
178. TEAM / WHY ETHICAL TEAMS ?
Variety of perspectives
Challenge questionable assumptions
More carefully reasoned and
defensible decisions
179. TEAM / WHY ETHICAL TEAMS ?
Why Do Leaders
FAIL
to Practice Shura/Consulting?
187. TEAM / TEAM TRUST ASSESSMENT
45-50 Role Model: Explore opportunities to teach
others
40-44 Above Average: Explore opportunities to
leverage strengths
35-49 Average: Explore opportunities for
development
<35 Need to undertake serious efforts to change
some wrong beliefs and behaviours (support
advised)
188. TEAM/
CONTENT
1- Why Ethical Teams?
2- Team Trust Assessment
3-3Team dysfunctions
3.1 Cognitive
3.2 Emotional
3.3 Behavioral
4- Steps to build ethical teams
189. TEAM / ETHICAL DECISION MAKING / 3 DYSFUNCTIONS
FACTORS
INFLUENCE
ETHICAL DECISION
MAKING
Coughlan, Richard, Connolly and Terry, Invetigating Unethical Decisions at work: Justification and Emotion in Dilemma Resolution,
Journal of Managerial Issues, 2008.
Shweitzer, Ordonez and Douma, The Role of Goal Setting in Motivating Unethical Behaviour, Academy of Management Journal 47, 422-
432, 2004.
190. TEAM / ETHICAL DECISION MAKING / 3 DYSFUNCTIONS
FACTORS
COGNITIVE
EMOTIONAL
BEHAVIORAL
Coughlan, Richard, Connolly and Terry, Invetigating Unethical Decisions at work: Justification and Emotion in Dilemma Resolution,
Journal of Managerial Issues, 2008.
Shweitzer, Ordonez and Douma, The Role of Goal Setting in Motivating Unethical Behaviour, Academy of Management Journal 47, 422-
432, 2004.
191. TEAM/
CONTENT
1- Why Ethical Teams?
2- Team Trust Assessment
3-3Team dysfunctions
3.1 Cognitive
3.2 Emotional
3.3 Behavioral
4- Steps to build ethical teams
192. TEAM / ETHICAL DECISION MAKING / 3 DYSFUNCTIONS
FACTORS
COGNITIVE
EMOTIONAL
BEHAVIORAL
Coughlan, Richard, Connolly and Terry, Invetigating Unethical Decisions at work: Justification and Emotion in Dilemma Resolution,
Journal of Managerial Issues, 2008.
Shweitzer, Ordonez and Douma, The Role of Goal Setting in Motivating Unethical Behaviour, Academy of Management Journal 47, 422-
432, 2004.
193. TEAM / ETHICAL DECISION MAKING / 3 DYSFUNCTIONS /COGNITIVE
COGNITIVE
GROUPTHINK
FALSE AGREEMENT
POLARIZATION
(Comments and strategies to overcome each dysfunction in the notes section)
194. STEELAFM / /W HEYT HPEICRASLO DNEACLI SMIOANST MERAYK I?N /G T /E M3 DPTYASTFIUONNCST IONS /COGNITIVE
VIDEO
GroupThink (pressure to conform to the group)
Funny hidden camera
http://www.youtube.com/watch?v=TS7P-eo-COo
195. TEAM / ETHICAL DECISION MAKING / 3 FACTORS /COGNITIVE
GROUPTHINK
Putting unanimous agreement
ahead of
reasoned problem solving
Social psychologist Irving Janis
196. TEAM / ETHICAL DECISION MAKING / 3 FACTORS /COGNITIVE
GROUPTHINK
High Risk of
Ineffective + Unethical
Decisions
Janis I. Groupthink: The problems of conformity
197. TEAM / ETHICAL DECISION MAKING / 3 DYSFUNCTIONS /COGNITIVE
Groupthink
3 Symptoms
A) Overconfidence
B) Close-Mindedness
C) Group pressure
199. TEAM / ETHICAL DECISION MAKING / 3 DYSFUNCTIONS /COGNITIVE
COGNITIVE
GROUPTHINK
FALSE AGREEMENT
POLARIZATION
200. TEAM / ETHICAL DECISION MAKING / 3 FACTORS /COGNITIVE
FALSE AGREEMENT
(Abylene Paradox)
Doing something that
no team member wants to do
because of a breakdown of
intra-group communication
201. TEAM / ETHICAL DECISION MAKING / 3 FACTORS /COGNITIVE
COGNITIVE
GROUPTHINK
FALSE AGREEMENT
POLARIZATION
202. TEAM / ETHICAL DECISION MAKING / 3 FACTORS /COGNITIVE
POLARIZATION
Framing differences as
disagreements
One side (‘’The Good’’) must win out over all other sides (‘’The Bad’’).
203. TEAM / ETHICAL DECISION MAKING / 3 DYSFUNCTIONS /COGNITIVE
COGNITIVE
GROUPTHINK
FALSE AGREEMENT
POLARIZATION
204. TEAM /ETHICAL DECISION MAKING / 3 FACTORS / EMOTIONAL
CHALLENGE
Imagine facing one of the 3 team cognitive dysfunctions
(groupthink, false agreement, polarization). How would you
diagnose and overcome these dysfunctions.
205. TEAM/
CONTENT
1- Why Ethical Teams?
2- Team Trust Assessment
3-3Team dysfunctions
3.1 Cognitive
3.2 Emotional
3.3 Behavioral
4- Steps to build ethical teams
206. TEAM / ETHICAL DECISION MAKING / 3 DYSFUNCTIONS
FACTORS
COGNITIVE
EMOTIONAL
BEHAVIORAL
Coughlan, Richard, Connolly and Terry, Invetigating Unethical Decisions at work: Justification and Emotion in Dilemma Resolution,
Journal of Managerial Issues, 2008.
Shweitzer, Ordonez and Douma, The Role of Goal Setting in Motivating Unethical Behaviour, Academy of Management Journal 47, 422-
432, 2004.
207. TEAM /ETHICAL DECISION MAKING / 3 DYSFUNCTIONS / EMOTIONAL
Emotional Intelligence
in Teams
include
Individual
Emotional
Intelligence
Team
Social
Interactions
+
Rapisarda, B. ‘’ The impact of Emotional Intelligence on Work Team Cohesiveness and Performance.’’
International Journal of Organizational Analysis, 2002, 10(4), 21-40
209. TEAM /ETHICAL DECISION MAKING / 3 DYSFUNCTIONS / EMOTIONAL
EMOTIONAL CONTAGION
12 Angry Men (1957)
210. TEAM /ETHICAL DECISION MAKING / 3 DYSFUNCTIONS / EMOTIONAL
(Hughes and Terrell, 2007)
SKILLS
for developping
emotional intelligence
in teams
211. TEAM /ETHICAL DECISION MAKING / 3 DYSFUNCTIONS / EMOTIONAL
1/ 7
Developping a Team Identity
(Common purpose)
212. TEAM /ETHICAL DECISION MAKING / 3 DYSFUNCTIONS / EMOTIONAL
2/ 7
Creating and Harnessing
Motivation
(Drive that enable teams to achieve)
213. TEAM /ETHICAL DECISION MAKING / 3 DYSFUNCTIONS / EMOTIONAL
3/ 7
Emotional Awareness
(Ability to read one another and respond to how others
feel)
214. TEAM /ETHICAL DECISION MAKING / 3 DYSFUNCTIONS / EMOTIONAL
4/ 7
Communication
(Ability to listen and talk effectively to one another)
215. TEAM /ETHICAL DECISION MAKING / 3 DYSFUNCTIONS / EMOTIONAL
5/ 7
Stress tolerance
(Building strong relationships to overcome challenges)
216. TEAM /ETHICAL DECISION MAKING / 3 DYSFUNCTIONS / EMOTIONAL
6/ 7
Conflict resolution
(Developping capabilities to address the inevitable team
conflicts)
217. TEAM /ETHICAL DECISION MAKING / 3 DYSFUNCTIONS / EMOTIONAL
7/ 7
Positive Mood
(Cultivating optimism that encourages a can-do attitude,
curiosity and hopefulness)
218. TEAM /ETHICAL DECISION MAKING / 3 DYSFUNCTIONS / EMOTIONAL
CHALLENGE
How would you re-motivate a
demotivated constituent?
219. TEAM /ETHICAL DECISION MAKING / 3 DYSFUNCTIONS / EMOTIONAL
CHALLENGE
What would you do if you were
pressured to act unethically?
Your boss pressures you to modify the numbers in a report to be
submitted to the top management or to overestimate your consulting
fees to a client…
220. TEAM /ETHICAL DECISION MAKING / 3 DYSFUNCTIONS / EMOTIONAL
CHALLENGE
Share a situation where you
succeeded to voice your ethical
concerns despite pressures
What made the situation difficult (stakes)?
What were the justifications expressed (rationalizations)?
What gave you the strength and motivation to act?
221. TEAM/
CONTENT
1- Why Ethical Teams?
2- Team Trust Assessment
3-3Team dysfunctions
3.1 Cognitive
3.2 Emotional
3.3 Behavioral
4- Steps to build ethical teams
222. TEAM / ETHICAL DECISION MAKING / 3 FACTORS
FACTORS
COGNITIVE
EMOTIONAL
BEHAVIORAL
Coughlan, Richard, Connolly and Terry, Invetigating Unethical Decisions at work: Justification and Emotion in Dilemma Resolution,
Journal of Managerial Issues, 2008.
Shweitzer, Ordonez and Douma, The Role of Goal Setting in Motivating Unethical Behaviour, Academy of Management Journal 47, 422-
432, 2004.
223. TEAM /ETHICAL DECISION MAKING / 3 DYSFUNCTIONS / BEHAVIORAL
UNETHICAL
BEHAVIORS
IN TEAMS
Sourcebooks, 2nd edition, 2009
226. SCREAMING MIMI
TEAM /ETHICAL DECISION MAKING / 3 DYSFUNCTIONS / BEHAVIORAL
SCREAMING MIMI / TACTICS
Yells,
screams,
curses
227. SCREAMING MIMI
TEAM /ETHICAL DECISION MAKING / 3 DYSFUNCTIONS / BEHAVIORAL
SCREAMING MIMI / TACTICS
Controls
through fear
and
intimidation
228. SCREAMING MIMI
TEAM /ETHICAL DECISION MAKING / 3 DYSFUNCTIONS / BEHAVIORAL
SCREAMING MIMI / TACTICS
Constantly
interrupts the
target during
meetings
229. SCREAMING MIMI
TEAM /ETHICAL DECISION MAKING / 3 DYSFUNCTIONS / BEHAVIORAL
SCREAMING MIMI / TACTICS
Bombast masks
incompetence
230. SCREAMING MIMI
TEAM /ETHICAL DECISION MAKING / 3 DYSFUNCTIONS / BEHAVIORAL
SCREAMING MIMI / HANDLING
SYSTEM
REPEAT SILENTLY:
‘’ YOU ARE NOT A
THREAT TO ME’’
231. SCREAMING MIMI
TEAM /ETHICAL DECISION MAKING / 3 DYSFUNCTIONS / BEHAVIORAL
SCREAMING MIMI / HANDLING
SYSTEM
REPEAT SILENTLY:
‘’ HEAR THE VALUABLE
STUFF. IGNORE THE
ANGER’’
232. SCREAMING MIMI
TEAM /ETHICAL DECISION MAKING / 3 DYSFUNCTIONS / BEHAVIORAL
SCREAMING MIMI / HANDLING
SYSTEM
Practice telling this: ‘’You
have no right to talk to
me like that’’
233. SCREAMING MIMI
TEAM /ETHICAL DECISION MAKING / 3 DYSFUNCTIONS / BEHAVIORAL
SCREAMING MIMI / HANDLING
SYSTEM
Practice telling this:
‘‘I respect people and I
don’t accept any
disrespect’’
237. TEAM /ETHICAL DECISION MAKING / 3 DYSFUNCTIONS / BEHAVIORAL
CONSTANT CRITIC
CONSTANT CRITIC / TACTICS
Satisfies her need to
control with obsession
over others
performance.
238. TEAM /ETHICAL DECISION MAKING / 3 DYSFUNCTIONS / BEHAVIORAL
CONSTANT CRITIC
CONSTANT CRITIC / TACTICS
Makes unreasonable
demands for work with
impossible deadlines
239. TEAM /ETHICAL DECISION MAKING / 3 DYSFUNCTIONS / BEHAVIORAL
CONSTANT CRITIC
CONSTANT CRITIC / TACTICS
Applies
disproportionate
pressure
240. TEAM /ETHICAL DECISION MAKING / 3 DYSFUNCTIONS / BEHAVIORAL
CONSTANT CRITIC
CONSTANT CRITIC / TACTICS
expects
perfection
241. TEAM /ETHICAL DECISION MAKING / 3 FACTORS / BEHAVIORAL
CONSTANT CRITIC
CONSTANT CRITIC / TACTICS
Constant
haranguing
about the
Target’s
‘’incompetence’’
242. TEAM /ETHICAL DECISION MAKING / 3 FACTORS / BEHAVIORAL
CONSTANT CRITIC
CONSTANT CRITIC / TACTICS
Plays on your
desire to please
the boss
243. TEAM /ETHICAL DECISION MAKING / 3 FACTORS / BEHAVIORAL
CONSTANT CRITIC
CONSTANT CRITIC / TACTICS
Loved by senior
management because
she ‘’gets people to
produce’’.
244. TEAM /ETHICAL DECISION MAKING / 3 DYSFUNCTIONS / BEHAVIORAL
CONSTANT CRITIC
CONSTANT CRITIC / TACTICS
She is extremely
resistant to change and
you will never be able
to satisfy her.
245. TEAM /ETHICAL DECISION MAKING / 3 FACTORS / BEHAVIORAL
CONSTANT CRITIC
CONSTANT CRITIC / TACTICS
Why does she act like
that?
246. TEAM /ETHICAL DECISION MAKING / 3 FACTORS / BEHAVIORAL
CONSTANT CRITIC
CONSTANT CRITIC / TACTICS
May have experienced
humiliation with extremely
critical authority figures
(father, teacher, boss….)
247. TEAM /ETHICAL DECISION MAKING / 3 FACTORS / BEHAVIORAL
CONSTANT CRITIC
CONSTANT CRITIC / HANDLING
SYSTEM
HUMOUR !
‘‘Thank God! My life
would not be
incomplete without
your criticism’’
248. TEAM /ETHICAL DECISION MAKING / 3 DYSFUNCTIONS / BEHAVIORAL
CONSTANT CRITIC
CONSTANT CRITIC / HANDLING
SYSTEM
GET A 2nd OPINION
From someone you
trust about your work
and her criticism
250. TEAM /ETHICAL DECISION MAKING / 3 FACTORS / BEHAVIORAL
CONSTANT CRITIC
TWO-HEADED SNAKE
251. TEAM /ETHICAL DECISION MAKING / 3 FACTORS / BEHAVIORAL
TWO HEADED SNAKE / TACTICS
Operates behind
closed doors
252. TEAM /ETHICAL DECISION MAKING / 3 DYSFUNCTIONS / BEHAVIORAL
TWO HEADED SNAKE / TACTICS
Assassinates
reputation with
higher-ups
253. TEAM /ETHICAL DECISION MAKING / 3 FACTORS / BEHAVIORAL
TWO HEADED SNAKE / TACTICS
Passive,
aggressive,
indirect
254. TEAM /ETHICAL DECISION MAKING / 3 FACTORS / BEHAVIORAL
TWO HEADED SNAKE / TACTICS
dishonest style of
dealing with
people and
issues.
255. TEAM /ETHICAL DECISION MAKING / 3 FACTORS / BEHAVIORAL
TWO HEADED SNAKE / TACTICS
‘’Friendliness’’
serves only to
lower your
barriers
256. TEAM /ETHICAL DECISION MAKING / 3 DYSFUNCTIONS / BEHAVIORAL
TWO HEADED SNAKE / TACTICS
Satisfies her need for
control by managing
the image of the
target in other
people’s minds
257. TEAM /ETHICAL DECISION MAKING / 3 DYSFUNCTIONS / BEHAVIORAL
TWO HEADED SNAKE / HANDLING
SYSTEM
Enlist supporters
among trusted
colleagues
258. TEAM /ETHICAL DECISION MAKING / 3 DYSFUNCTIONS / BEHAVIORAL
TWO HEADED SNAKE / HANDLING
SYSTEM
Don’t wait too
long to bring
up the
problem
259. TEAM /ETHICAL DECISION MAKING / 3 DYSFUNCTIONS / BEHAVIORAL
TWO HEADED SNAKE / HANDLING
SYSTEM
Resist
lowering
yourself into a
nasty street
fight.
260. TEAM /ETHICAL DECISION MAKING / 3 DYSFUNCTIONS / BEHAVIORAL
TWO HEADED SNAKE / HANDLING
SYSTEM
Strongly and
respectfully express
what you consider
unacceptable
behaviour
261. TEAM /ETHICAL DECISION MAKING / 3 FACTORS / BEHAVIORAL
TWO HEADED SNAKE / HANDLING
SYSTEM
Ask for as much
clarification as
possible regarding
the tasks and
information you
share with him.
262. TEAM /ETHICAL DECISION MAKING / 3 FACTORS / BEHAVIORAL
TWO HEADED SNAKE / HANDLING
SYSTEM
Your demand for
clarity will frustrate
the person (who is
clouding every
interaction).
263. TEAM /ETHICAL DECISION MAKING / 3 FACTORS / BEHAVIORAL
TWO HEADED SNAKE / HANDLING
SYSTEM
The snake’s
deviousness can
then be revealed to
her supporters and
enemies.
266. TEAM /ETHICAL DECISION MAKING / 3 DYSFUNCTIONS / BEHAVIORAL
GATE KEEPER / TACTICS
Plays the game of
exclusion (most
popular bullying
games)
(Meetings, emails, work
progress, events…)
267. TEAM /ETHICAL DECISION MAKING / 3 DYSFUNCTIONS / BEHAVIORAL
GATE KEEPER / TACTICS
Plays the game of
exclusion
(Meetings, emails, work
progress, events…)
268. TEAM /ETHICAL DECISION MAKING / 3 DYSFUNCTIONS / BEHAVIORAL
GATE KEEPER / TACTICS
To make you feel
invalidated and
worthless
269. TEAM /ETHICAL DECISION MAKING / 3 DYSFUNCTIONS / BEHAVIORAL
GATE KEEPER / TACTICS
To make you feel
invalidated and
worthless
270. TEAM /ETHICAL DECISION MAKING / 3 DYSFUNCTIONS / BEHAVIORAL
GATE KEEPER / TACTICS
Her need to control:
Puts herself in the
middle of
everything.
271. TEAM /ETHICAL DECISION MAKING / 3 DYSFUNCTIONS / BEHAVIORAL
GATE KEEPER / HANDLING SYSTEM
Try to recall why
has this person
changed
272. TEAM /ETHICAL DECISION MAKING / 3 DYSFUNCTIONS / BEHAVIORAL
GATE KEEPER / HANDLING SYSTEM
Try to take her
perspective
273. TEAM /ETHICAL DECISION MAKING / 3 DYSFUNCTIONS / BEHAVIORAL
GATE KEEPER / HANDLING SYSTEM
Try to understand
the situation with
trusted colleagues
287. ORGANIZATION / CHALLENGE
CHALLENGE
You witness an unethical behaviour in
your organization , do you :
A) Confront it immediately?
B) Report it?
C) Ignore it ?
How should one decide how to confront
an unethical behavior at work ? (Any rule of
thumb to avoid too much hesitation?)
289. ORGANIZATION /
GOALS
-To know the most important factors that
shape an ethical organizational culture
-Get an action framework to transform the
components of organizations to make them
more ethical.
290. ORGANIZATION /
OUTLINE
5.1 Organizational Ethical Leadership
Assessment (Kienan Institute Survey)
5.2 Research Findings on Organizational Ethical
Cultures (National Business Ethics Survey)
5.3 Steps for building an ethical organization
291. ORGANIZATION /
OUTLINE
5.1 Organizational Ethical Leadership
Assessment (Kienan Institute Survey)
5.2 Research Findings on Organizational Ethical
Cultures (National Business Ethics Survey)
5.3 Steps for building an ethical organization
292. ORGANIZATION / ASSESSMENT
ASSESSMENT 7
ORGANIZATIONAL ETHICAL
LEADERSHIP ASSESSMENT
KIENAN INSTITUTE SURVEY
CLICK ON THE LINK BELOW TO TAKE
THE ASSESSMENT :
http://kenan.ethics.duke.edu/measureup/
293. JAY GALBRAITH
ORGANIZATION / DESIGN CHECKPOINTS
Dr. Jay GALBRAITH
Professor Emeritus at the International Institute
for Management Development(IMD)
Previously at:
Wharton School of Business (University of Pennsylvania)
Sloan School of Management (MIT)
297. ORGANIZATION /
OUTLINE
5.1 Organizational Ethical Leadership
Assessment (Kienan Institute Survey)
5.2 Research Findings on Organizational Ethical
Cultures (National Business Ethics Survey)
5.3 Steps for building an ethical organization
298. ORGANIZATION / ETHICAL CULTURE
HOW TOASSESS
the strength of an organization’s
ETHICAL CULTURE ?
306. ORGANIZATION / ETHICAL CULTURE
STUDY MEASURES
EMPLOYEES’ PERCEPTION OF
Open and Honest Communication
Positive Ethical Role Modeling
Accountability
307. ORGANIZATION / ETHICAL CULTURE
USING 2
INDICES
1- TOP MANAGEMENT CULTURE
INDEX
2- SUPERVISOR CULTURE
INDEX
308. ORGANIZATION / ETHICAL CULTURE
The strongest correlations between employee engagement
and ethical culture involve the Top Management Culture and
Supervisor Culture Indices
Source: 2009 National Business Ethics Survey, Ethics Resource Center, USA
309. ORGANIZATION /
OUTLINE
5.1 Organizational Ethical Leadership
Assessment (Kienan Institute Survey)
5.2 Research Findings on Organizational Ethical
Cultures (National Business Ethics Survey)
5.3 Steps for building an ethical organization
314. ORGANIZATION / BUILDING STEPS
/6
Ethical talent management and
leadership development programs
315. ORGANIZATION / BUILDING STEPS
/6
A culture of rewarding the ethical employees
and firing the unethical ones
316. ORGANIZATION / BUILDING STEPS
/6
Independant surveys to assess trust and
ethics levels among employees / customers
317. ORGANIZATION / BUILDING STEPS
BUILD ETHICAL
ORGANIZATIONS
Check list
1- Do you currently have an established code of conduct?
2- Do you offer training, and if so, is it an ongoing process and not just a single
event?
3- How current is your training and code of conduct?
4- Do you currently have an external reporting mechanism for whistle-blowing?
5- Do you have the necessary tools to sustain this mechanism?
7- Do you enforce your guidelines and take action on infractions?
8- Are your employees aware of the items noted above?
__
__
__
__
__
__
__
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318. GLOBAL / MEDIA
VIDEO
ETHICAL LEADERSHIP IS COOL
(Viral Video)
http://www.youtube.com/watch?v=uUIlF9TEg2E
3 ans de R&D les plus récentes études collaborations d’experts internationaux. Dévoiler le programme avec ces nouveaux éléments pour la première fois au Maroc. Mai à la Modern Leadership Strategies Conference avec Marshall Goldsmith Coach n1
TACTICS
Yells, screams, curses
Controls through fear and intimidation
Very worried about being detected as imposter.
Bombast masks incompetence.
Constantly interrupts the target during meetings and conversations
SYSTEMS FOR HANDLING
The Silent Mantra: repeat this silently when the screaming mimi starts to speak:
‘’Hear the valuable stuff. Ignore the anger. It’s not mine.’’
Practice telling him this: ‘’You have no right to talk to me like that’’
I am a team player. I am an ethical person. I respect people.
Operates behind closed doors
Extremely negative + Perfectionist + Liar
Loved by senior management because of her ability to ‘’get those people to produce’’.
Satisfies her need to control with obsession over others performance.
Constant haranguing about the Target’s ‘’incompetence’’
Makes unreasonable demands for work with impossible deadlines, applies disproportionate pressure, expects perfection
Why does she acts as she does?
Sees that she has an obligation to find something wrong with everything everyone does. May have experienced an extremely critical and demanding father, teacher or boss, and may have experienced humiliation with one of them.
She cannot rest or relax until her probing uncovers something for her to complain or worry.
The Critic has a tone of voice or a way of speaking that is hard to take.
She is extremely resistant to change and you will never be able to satisfy her.
Operates behind closed doors
Extremely negative + Perfectionist + Liar
Loved by senior management because of her ability to ‘’get those people to produce’’.
Satisfies her need to control with obsession over others performance.
Constant haranguing about the Target’s ‘’incompetence’’
Makes unreasonable demands for work with impossible deadlines, applies disproportionate pressure, expects perfection
Why does she acts as she does?
Sees that she has an obligation to find something wrong with everything everyone does. May have experienced an extremely critical and demanding father, teacher or boss, and may have experienced humiliation with one of them.
She cannot rest or relax until her probing uncovers something for her to complain or worry.
The Critic has a tone of voice or a way of speaking that is hard to take.
She is extremely resistant to change and you will never be able to satisfy her.
1- Hire/Appoint ethical leaders
2- A Strategic Plan’s Objective
3- Set up ethical processes
4- Ethical talent management and leadership development programs
5- A culture of rewarding the ethical employees and firing the unethical ones
6- Independant organizational surveys to assess trust and ethics levels