Business Ethics and other subtopics

2. https://www.researchgate.net
/publication/233611404_Ethical
_Leadership_and_Leaders'_Per
sonalities

3. Is a combination of traits that classifies an individual’s behavior
“as behaviors conducted and decisions made by.
organizational leaders that are illegal and/or violate moral
standards, and those that impose processes and. structures that
promote unethical conduct by followers”
(Brown, Mitchell, 2010:588).

4. What value do Traits and Personality have in the
Study of Leadership ?
• Understanding people’s personalities is important because
personality affects behavior as well as perceptions and
attitudes.
• Knowing personalities help explain and predict others’
behavior and job performance

5. Surgency
Adjustment
Openness to
Experience
Agreeableness
Conscientiousness

6. Surgency
• Leadership and
extraversion traits
• Want to be in-
charge
Agreeableness
• Traits related to
getting along with
people
• Sociable, friendly
Adjustment
• Traits related to
emotional stability
• Stable = self
control; calm
Conscientiousness
• Traits related to
achievement
• Responsible and
dependable
Openness to
experience
• Traits related to
the willingness to
try new things
• Seek change

7. • Identify individual stronger and weaker traits
• Are used to ensure a proper match between the worker
and the job
• Are also used to categorize people as a means of
predicting job success

8. Traits of Effective Leaders
✓ Internal Locus of Control
✓ High energy
✓ Dominance
✓ Self-confidence
✓ Stability
✓ Intelligence
✓ Sensitivity to others
✓ Flexibility
✓ Integrity

9. Dominance
• Want to be in-charge
• Not overly bossy
• Affects all other
traits
High Energy
• Drive, hard work,
stamina, persistence
• Tolerate stress well
Self-Confidence
• Trust own judgments,
decisions, ideas,
capabilities
• Related to
effectiveness
Locus of Control
• INTERNAL = belief in
the control of your
own destiny
• EXTERNAL = belief in
fate/luck
Stability
• Emotionally in control,
secure, positive
• Associated with
managerial
effectiveness
Integrity
• Honest, ethical,
trustworthy
• Essential in running
a successful
business
Traits of Effective Leaders

10. Intelligence
• Is the ability to
think critically,
solve problems, and
make decisions
• Is the best
predictor of job
performance
Sensitivity
• Understand group
members as
individuals,
communicate well,
people-centered
• Requires empathy
Flexibility
• Change, adjust to
changes
• The ability to
influence others
about change
Traits of Effective Leaders

11. Attempts to explain and predict
behavior and performance based on a
person’s need for achievement, power,
and affiliation.

12. Need for Achievement
(n Ach)
• Internal locus of
control
• Self-confidence
• High energy
• Goal oriented
• Moderate risks
• Competitive
Need for Power
(n Pow)
• Want to be in-charge
• Self-confident
• High energy
• Competitive
• Ambitious
• Less concerned with
people
Need for Affiliation
(n Aff)
• Strong personal
relationships
• Sensitivity to
others
• Joiners
• Prefer “helping
professions”
• Concerned about what
people think of them

13. • A set of traits that match up to the “typical”
effective leader.
• Tends to have a high need for socialized
power, a moderate need for achievement,
and a lesser need for affiliation.

14. Combined Traits and Needs
The Big Five Model
of Personality
Nine Traits of
Effective Leaders
Achievement Motivation
Theory and LMP
Surgency Domination Need for Power
Agreeableness Sensitivity to others Need for Affiliation
Adjustment Stability Socialized power (LMP)
Conscientiousness
High energy
Self-confidence
Integrity
Need for Achievement
Openness to experience
Internal locus of control
Intelligence
Flexibility
No separate need;
included within other
needs

15. http://homepages.se.edu/cv
onbergen/files/2013/01/Wom
en-and-Men-Mor

16. Confines women to
a socially isolated
domestic realm of
society with little
legitimate political
regulation
Relegates to
women
subservient
obligations
Denies the moral
agency of women,
claiming they lack the
capacity for moral
reasoning
Preference for
masculine values
over female ones
Prefers male
notions of moral
rules, judgments
about particular
actions, impartial
moral
assessments

17. Aristotle Rousseau Wollstonecraft
Women and
Natural Subservience
Women as Objects
of Sexual Desire
Gender – Neutral
Morality

18. • Psychological question: Men are designed to command and
women are to obey
➢ Slave – no deliberative faculty at all
➢ Women – the deliberative faculty without authority
➢ Child – an immature deliberative faculty
• Moral question: Women have subservient virtues
➢ Men – temperance and courage in commanding
➢ Women – temperance and courage in obeying

19. • Psychological question:
Women are designed to sexually please men.
“It is his strength that attracts her to him, and
it is her allurement that attracts him to her.”

20. • Psychological question: Men and women are fundamentally
the same.
“The apparent differences are the result of
sexist education.”
• Moral question: All moral duties are human duties and
there are no special female virtues or
obligations
➢ Child rearing – women are not necessarily good
at it

21. Justice
vs
Care
Care
and
Particularism
Care
and
Virtues

22. Justice vs Care
Kohlberg’s Theory Gilligan’s Theory
Six stages of moral
development, which
move from
selfishness to
impartial justice
A woman’s moral point of view is
different from a man’s:
➢ Men typically emphasize
rights and principles of
justice
➢ Women typically focus on
particular relationships

23. Care and Particularism
• Moral Particularism: morality always involves particular relations
with people, not lifeless abstractions
• Classical Moral Theory: incorporates some particularism by
recognizing obligations to family, friends, and
local community
• Criticism: this is not a dominant feature of traditional ethics, and
it may not go far enough

24. Care and Virtues
“Care should be seen as a component of virtue
theory, where care is a nurturing character trait that
we personally internalize, as we do other virtues.”
© Nel Noddings

25. https://www.iep.utm.edu/moral-ch/

26. • Moral character consists of the virtues needed for ethical
behavior, positive relationships, and responsible citizenship.
• Moral character honors the interests of others, so that we do
not violate moral values as we pursue our performance
goals.

27. Lifelong learner and
critical thinker
Diligent and capable
performer
Socially and
emotionally skilled
person
Ethical thinker
Respectful and
responsible moral
agent
Self-disciplined
person who pursues
a healthy lifestyle
Contributing
community member
and democratic
citizen
Spiritual person
engaged in crafting
a life of noble
purpose

29. Comparison of Ethical Theories
Consequentialism Deontology Virtue Theory
Example Mill’s Utilitarianism Kantian Ethics Aristotle’s Moral Theory
Abstract
Description
An action is right if it
promotes the best
consequences.
An action is right if it
is in accordance with
a moral rule or
principle.
An action is right if it is what
a virtuous agent would do in
the circumstances.
More concrete
specification
The best
consequences are
those in which
happiness is
maximized.
A moral rule is one
that is required by
rationality.
A virtuous agent is one who
acts virtuously, that is, one
who has and exercises the
virtues. A virtue is a
character trait a human being
needs to flourish or live well.

30. Situationism
A view of personality
that regards
behavior as mostly a
function of the
situation, not of
internal traits
Moral Luck
Moral luck occurs when the
moral judgment of an agent
depends on factors beyond the
agent’s control. There are
number of ways that moral luck
can motivate criticisms of
moral character.
Impossibility of being
Responsible for one’s
character
The idea that moral
responsibility is impossible.
Indeed, this option may be
understood as taking the
problem that moral luck
proposes to its logical
conclusion.

31. http://www.bbc.co.uk/ethics/i
ntroduction/situation_1.shtml

32. • Right and wrong depend upon the situation
• There are no universal moral rules or rights – each case is unique and
deserves a unique solution.
• Rejects “fabricated decisions and prescriptive rules”, it teaches that
ethical decisions should follow flexible guidelines rather than
absolute rules, and can be take on a case by case basis.

33. Elements of Situation Ethics
1) Moral judgments are decisions, not conclusions
• Decisions ought to be made situationally, not prescriptively.
• We should seek the well-being of people, rather than love principles.
2) Only one thing is intrinsically good, namely, love: nothing else
• Love, in this context, means desiring and acting to promote the wellbeing of people.
• Nothing is inherently good or evil, except love and its opposite, indifference or actual malice.
• Nothing is good or bad except as it helps or hurts persons.
• The highest good is human welfare and happiness.
• Whatever is most loving in a situation is right and good – not merely something to be excused
as a lesser evil.

34. Elements of Situation Ethics
3) Love and justice are the same, for justice is love distributed
• Love and justice both require acts of will.
• Love and justice are not properties of actions, they are things that people either do or don’t do.
• Love and justice are essentially the same.
• Justice is Christian love using its head – calculating its duties. The Christian love is ethic,
searching seriously for a social policy, forms a coalition with the utilitarian principle of the
“greatest good of the greatest number.”
4) The rightness depends on many factors
• The rightness of an action does not reside in the act itself but in the loving configuration of the
factors in the situation – in the “elements of a human act.”

35. • In highly competitive situations
• In unsupervised situations
• When there is no formal ethics policy
• When unethical behavior is not punished or
is rewarded

36. https://www.managementstudygui
de.com/communication-and-
interpersonal-relationship.htm

37. • The word communication is derived
from a Latin word “Communis”, which
means to share or to participate.
• Two – way process of reaching mutual
understanding in which parties
involved exchange information, news,
ideas, and feelings.

38. Encoding Decoding
The Communication Process

39. Communication is said to be the basis of every interpersonal relationship.
• In fact effective communication is the key to a healthy and long lasting relationship. If individuals
do not communicate with each other effectively, problems are bound to come.
Communication plays a pivotal role in reducing misunderstandings.
• It eventually strengthens the bond among individuals.
A relationship loses its charm if individuals do not express and reciprocate their feelings
through various modes of communication.
• A healthy interaction is essential for a healthy relationship.

40. Take care of your tone and pitch.
• Make sure you are not too loud or too soft. Being loud might hurt the other person. Speak softly
in a convincing way. The other person must be able to understand what you intend to
communicate.
Choice of words is important in relationships.
• Think twice before you speak. Remember one wrong word can change the meaning of an entire
conversation. The other person might misinterpret you and spoil the relationship. Be crisp. Express
your feelings clearly. Do not try to confuse the other person. Being straightforward helps you in
relationships.
An individual must interact with the other person regularly for the relationship to grow
and reach to the next level.
• Speaking over the phone. SMSing are ways of communicating and staying in touch especially in
long distance relationships where individuals hardly meet.

41. Be polite.
• Never ever shout on your partner even if he has done something wrong. Discuss issues and try to
sort out your differences amicably. Abusing, fighting, criticizing spoil the relationship and in
adverse cases might end it as well. Being rude is a crime in relationships.
Try to understand the other person’s point of view as well.
• Be a patient listener. Unless you listen carefully, you will never be able to communicate effectively.
Individuals can also communicate through emails.
• Emails are also an effective mode of communication at workplace. For better relations at
workplace, try to communicate through written modes of communication. Be careful about the
mail body and make sure they are self explanatory. Using capital letters in emails is considered to
be rude and loud. Do not share any information with any of your fellow workers verbally. All the
related employees must be marked a cc as well.

42. http://tcbdevito.blogspot.co
m/2011/11/communication-
strategies-immediacy.html

43. For the Subordinate For the Supervisor
• The supervisor may serve as a role
model
• The supervisor may have formal
power to reward/punish
• The supervisor mediates the formal
downward communication
• The supervisor may develop a
personal relationship with the
subordinate
• The subordinate serves as a channel
of informal communication from
other subordinates (both
tasks/personal issues)
• The subordinate’s satisfaction with
the relationship may have a direct
impact on the supervisor’s
satisfaction with the relationship
• The supervisor’s performance is
eventually dependent on the
performance of the subordinate

44. Misunderstandings
Semantic – information distance
• Also known as “Perceptual Incongruence”
• The gap in information and understanding between superior/subordinate on specific issues.
• This distance can stunt the growth of the sup/sub relationship
• It can have negative individual, relational, and organizational effects

45. Deliberate Communication
Upward Distortion
• When subs are hesitant to communicate negative news to sups, they may distort the
news in order to make it seem more positive.
Strategic Ambiguity
• Sup uses ambiguity to communicate with the sub to promote positive outcomes.

46. Deliberate Communication
Upward Distortion Strategic Ambiguity
• Can contribute to gap in
understanding between
sup/sub
• More ethically suspect
• Conscious effort to mislead
• Misrepresents reality
• Can contribute to gap in
understanding between
sup/sub
• Less ethically suspect
• Does not seek to mislead or
damage
• Could cause undue stress

47. Immediacy is any communication that indicates interpersonal
warmth and closeness.
Sups convey immediacy to Subs in a variety of ways:
• Values subordinate input on job and in personal matters.
• Attentive to subordinate both verbally and nonverbally.
• Expresses confidence in the subordinate’s ability.
• Shows a personal interest in the subordinate.
• Expresses verbal appreciation for commendable work.
• Demonstrates a willingness to assist the subordinate.

48. http://www.cengage.com/r
esource_uploads/download
s/1111138214_259148.pdf

49. Ignorance
Ignorance of the law is no
excuse; however, ignorance
of policy and procedures is.
The first method of
deterrence is education. This
is accomplished by means
of designing, publishing, and
disseminating organization
policies and relevant laws,
and also obtaining agreement
to comply with these policies
and laws from all members
of the organization.
Accident
Individuals with authorization
and privileges to manage
information
within the organization are
most likely to cause harm or
damage by accident. Careful
planning and control helps
prevent accidental
modification to systems and
data.
Intent
Criminal or unethical intent
goes to the state of mind of
the person performing
the act; it is often necessary
to establish criminal intent to
successfully prosecute
offenders. Protecting a system
against those with intent to
cause harm or damage is best
accomplished by means of
technical controls, and
vigorous litigation or
prosecution if
these controls fail.

50. Laws and policies can only deter if three
conditions are present:
Fear of being Caught
• Potential offenders must believe there is a strong possibility
of being caught. Penalties will not deter illegal or unethical
behavior unless there is reasonable fear of being caught.

51. Fear of Penalty
• Potential offenders must fear the penalty. Threats of informal
reprimand or verbal warnings may not have the same impact
as the threat of imprisonment or forfeiture of pay.
Fear of Penalty being Administered
• Potential offenders must believe that the penalty will in fact
be administered.

52. https://www.ccl.org/articles/leading
-effectively-articles/communication-
1-idea-3-facts-5-tips/

53. It’s critical. Communication is a core leadership function.
How Important is Communication for Leaders
Effective communication and effective
leadership are closely intertwined.
Leaders need to be skilled
communicators in countless
relationships at the organizational
level, in communities and groups, and
sometimes on a global scale.

54. 3 Facts about Communication for Leaders
Authenticity
counts — a lot
Be honest and sincere. Find
your own voice; quit using
corporate-speak or sounding
like someone you’re not. Let
who you are, where you come
from, and what you value
come through in your
communication.
Visibility is a form
of communication
If you want to communicate
well, don’t be out of sight.
Don’t be known only by your
emails and official missives.
Show up. In person. As often
as possible.
Listening is a
powerful skill
Good communicators are also
good listeners. When you
listen well, you gain a clear
understanding of another’s
perspective and knowledge.
Listening fosters trust,
respect, and openness.

55. 5 Tips for Leaders to Communicate More Effectively
1. Communicate relentlessly.
• Communicate information, thoughts, and ideas clearly — and
frequently — in different media. Keep processes open and
transparent, and find ways to help smooth the path of
communication for your team or organization.

56. 2. Simplify and be direct.
• Say what you mean. Be direct. Don’t hide behind complexity or pile
on a ton of information. Simple communication can be smart
communication.
3. Listen and encourage input.
• Pause. Be okay with silence. Encourage the other person to offer
ideas and solutions before you give yours. Do 80% of the listening
and 20% of the talking.

57. 4. Illustrate through stories.
• When you tell a good story, you give life to a vision, goal, or objective.
Telling good stories creates trust, captures hearts and minds, and serves as
a reminder of the vision. Plus, people find it easier to repeat a story or
refer to an image or quote than to talk about a vision statement, strategy
document, or project plan.
5. Affirm with actions.
• If people hear one thing from you and see another, your credibility is shot.
People need to trust you. Your behavior and actions communicate a world
of information — be clear on the messages you send when you aren’t
speaking a word.