If We Judge A Leader Solely By The Results Produced

If We Judge A Leader Solely By The Results Produced

If we judge a leader solely by the results produced, we are following the __________ ethical tradition. deontological virtual Kantian utilitarian

According to the __________ ethics tradition, people act out of habit than out of deliberations. Kantian virtue utilitarian principle-based

A(n) __________ provides concrete guidance for internal decision making creating a built-in risk management system. code of conduct organization vision income statement ombudsman

Which of the following is a value that will impact the culture of an organization in the absence of any other established values? Profit-at any cost Ethical behavior Legal compliance Customer satisfaction

What is the role of an ethical leader in corporate cultures?

A leader should be ethical within the confines of the top management team. An ethical leader must shrink his or her duties in the corporate structure. An ethical leader should not place her or his own ethical behavior above any other consideration. A leader must clearly advocate and model ethical behavior.

Which traits should a leader possess so that he or she can be perceived as being ethical? Your response should be at least 200 words in length.

Paper For Above instruction

The evaluation of leadership based solely on results is a perspective rooted in consequentialist ethics, particularly the utilitarian tradition. Utilitarianism emphasizes the outcomes of actions, suggesting that a leader’s success is measured by the tangible results they produce, such as increased profits, market share, or organizational effectiveness (Melden, 2019). This approach, while practical, often neglects the ethical considerations involved in decision-making processes, and it can justify actions that produce positive outcomes at the expense of moral principles (Schneider, 2020). Therefore, when judging leaders solely by results, we are following the utilitarian ethical tradition, which prioritizes the ends over the means.

According to the virtue ethics tradition, people act out of habit rather than deliberation. Virtue ethics, rooted in Aristotelian philosophy, emphasizes the development of good character traits or virtues—such as honesty, courage, and temperance—that influence behavior across situations (Hursthouse, 2013). Unlike rule-based or consequence-based ethics, virtue ethics focuses on what kind of person one should be, promoting internal moral character rather than external rules or outcomes. This perspective encourages individuals to cultivate virtues that guide their actions consistently, even when external circumstances or pressures are against them.

A code of conduct provides concrete guidance for internal decision-making, creating a built-in risk management system. It serves as a formal document that outlines acceptable behaviors, ethical standards, and core values expected of employees and leadership (Crane & Matten, 2016). Such codes facilitate ethical consistency within an organization, help prevent misconduct, and serve as a reference point during complex or ambiguous situations. By institutionalizing ethical expectations, a code of conduct minimizes the risk of unethical behavior, thereby supporting the organization’s integrity and reputation.

In the absence of established organizational values, customer satisfaction can be considered the most impactful value. While profit-at any cost, ethical behavior, and legal compliance are undoubtedly important, customer satisfaction directly influences the long-term sustainability and reputation of an organization (Kotler & Keller, 2016). Satisfied customers lead to repeat business, positive word-of-mouth, and competitive advantage, which ultimately affect profitability and growth. Without core values emphasizing customer-centricity, organizations may pursue short-term financial gains at the expense of stakeholder trust and loyalty.

The role of an ethical leader in corporate culture is to serve as a moral exemplar who advocates and models ethical behavior at all levels of the organization (Brown & Treviño, 2006). An ethical leader does more than set policies; they embody the values they promote and influence others to follow suit. They foster an environment of integrity, transparency, and accountability, which encourages employees to make morally sound decisions. An ethical leader comprehensively understands the importance of aligning organizational strategies with ethical principles, ensuring that ethical considerations are integrated into everyday business practices.

To be perceived as ethical, a leader must possess several key traits. First, integrity is paramount; leaders must consistently demonstrate honesty and moral uprightness in their words and actions (Resick et al., 2011). Second, humility allows leaders to acknowledge their limitations and seek input from others, fostering trust and collaborative decision-making. Third, empathy enables leaders to understand and respect diverse perspectives, which builds a culture of respect and fairness. Fourth, accountability is essential; leaders should take responsibility for their actions and decisions, especially when mistakes occur (Walumbwa & Schaubroeck, 2009). Fifth, transparency ensures open communication about organizational goals, challenges, and ethical considerations. Lastly, moral courage empowers leaders to stand firm in their ethical convictions, even when facing opposition or adversity. These traits collectively cultivate an image of integrity and trustworthiness, allowing leaders to inspire moral behavior throughout the organization (Trevino et al., 2004).

In conclusion, evaluating leadership through a multifaceted lens—including results, virtues, and ethical traits—provides a more comprehensive understanding of effective and principled leadership. While results remain important, they must be balanced with ethical considerations, such as character, organizational culture, and the capacity to lead morally. Ethical leaders, characterized by integrity, humility, empathy, accountability, transparency, and moral courage, are essential for fostering a sustainable and morally responsible organizational environment.

References

• Brown, M. E., & Treviño, L. K. (2006). Ethical leadership: A review and future directions. Leadership Quarterly, 17(6), 595-616.
• Crane, A., & Matten, D. (2016). Business ethics: Managing corporate citizenship and sustainability in the age of globalization. Oxford University Press.
• Hursthouse, R. (2013). Virtue ethics. In E. N. Zalta (Ed.), The Stanford Encyclopedia of Philosophy.
• Kotler, P., & Keller, K. L. (2016). Marketing management. Pearson.
• Melden, R. (2019). The ethical implications of results-driven leadership. Journal of Business Ethics, 154(2), 397-410.
• Resick, C. J., Whitman, M. V., Weingarden, S. M., & Hiller, N. J. (2011). The relationship between ethical leadership and ethical climate: The mediating role of leader integrity. Journal of Business Ethics, 102(4), 633-648.
• Schneider, D. (2020). Results versus morals: Ethical dilemmas in leadership. Leadership & Organization Development Journal, 41(5), 603-620.
• Trevino, L. K., Hartman, L. P., & Brown, M. (2004). Moral person and moral manager: How executives develop a reputation for ethical leadership. California Management Review, 41(4), 128-142.
• Walumbwa, F. O., & Schaubroeck, J. (2009). Leader personality and employee voice behavior: Mediating roles of ethical leadership and work group psychological safety. Journal of Applied Psychology, 94(5), 1275-1286.