Most Business Organizational Cultures Are Driven In Large Pa

Most Business Organizational Cultures Are Driven In Large Part By Th

Most business organizational cultures are driven, in large part, by the character and temperament of the senior leader. When news reports reveal practices such as employee spying—sometimes with and sometimes without employees’ knowledge or consent—the public often perceives these acts as indicative of the organization’s ethical standards. Surveillance in business has been increasing, especially in sectors with significant theft and security concerns, like services and information technology. The extent and nature of surveillance practices often reflect and shape organizational culture, highlighting the importance of ethical considerations and leadership traits that influence corporate values and behaviors.

Part A: Ethical Evaluation of Employee Surveillance Actions

1. Sifting through an employee’s trash for evidence of wrongdoing

Mark: N (Never ethical). This action breaches employee privacy and dignity. It involves a violation of personal boundaries, and unless there is clear, compelling evidence of serious misconduct, it is generally considered unethical. Ethical standards emphasize respecting employee privacy, and such actions could create a culture of distrust.

2. Periodically reading e-mail messages for disclosure of confidential information or inappropriate use

Mark: S (Sometimes ethical). The ethics depend on the context, such as whether there are policies explicitly allowing this monitoring, the scope of the monitoring, and whether employees have been made aware of it. If done transparently to protect organizational interests, it may be justified. However, clandestine or excessive intrusion would be unethical.

3. Conducting video surveillance at work

Mark: S (Sometimes ethical). The appropriateness depends on factors like the purpose of surveillance, whether employees are notified, and whether the surveillance is proportional and relevant. Surveillance for safety or security, with prior notice, tends to be more ethically acceptable than covert monitoring for arbitrary reasons.

4. Monitoring web sites visited by employees when not at work, including private postings on social media, and judging their appropriateness

Mark: S (Sometimes ethical). This hinges on factors such as whether the monitoring is reasonable, whether employees are informed, the nature of the postings, and whether such activity intrudes on personal privacy unnecessarily. Ethical boundaries are crossed if monitoring is intrusive or punitive without proper justification.

5. Monitoring a person’s faith and religious practices

Mark: N (Never ethical). Respect for individual religious freedom and privacy makes this practice unethical. Monitoring someone’s faith infringes on personal rights and can be discriminatory and oppressive.

6. Taping phone conversations

Mark: S (Sometimes ethical). The ethics depend significantly on whether all parties are informed (consent), the context, and the purpose of recording. Transparent policies and legal compliance influence the ethical evaluation.

7. Posing as a job candidate, an investor, or a customer (when the real purpose is to solicit information from the employee)

Mark: S (Sometimes ethical). This depends on necessity, transparency, and intent. If it is used responsibly for legitimate research or organizational improvement, and employees are aware or the deception is minimal and justified, it might be acceptable. Otherwise, deceit undermines trust and is unethical.

Part B: Reflection on Surveillance and Leadership Character

Discovering that my organization engages in covert employee surveillance without their knowledge or consent would significantly influence my perception of the organization’s leadership and culture. Leadership character, as emphasized by authors like Kouzes and Posner (2017), involves integrity, honesty, and a commitment to ethical behavior. Engaging in practices like hidden surveillance erodes trust, diminishes organizational integrity, and fosters a culture of suspicion and fear, which can undermine long-term organizational success.

Based on my readings—particularly Kouzes & Posner’s (2017) emphasis on trust and moral integrity—I would be less inclined to continue working for or accept a leadership role within an organization that condones such intrusive surveillance methods. As a future leader, I believe character traits such as honesty, transparency, respect, and a commitment to ethical principles are essential. These traits foster an organizational culture rooted in trust, collaboration, and mutual respect, which are critical for sustainable success.

Leadership character influences organizational culture profoundly. Leaders who embody integrity and uphold ethical standards create environments where employees feel valued and empowered. Conversely, leaders who prioritize short-term gains or control through unethical surveillance compromise their credibility and erode organizational morale. These insights are supported by recent scholarly articles, such as Brown and Treviño (2006), which highlight the importance of ethical leadership in shaping organizational ethics and culture.

In my leadership philosophy, I aspire to demonstrate traits like authenticity, fairness, and accountability, aligning with Kouzes & Posner’s (2017) framework, which emphasizes illustrating values, enabling others to act, and modeling the way. Upholding these virtues ensures that I foster a culture of trust and ethical responsibility, distancing myself from the practices that compromise employee rights or organizational integrity. Such leadership not only benefits internal morale but also enhances the organization’s reputation externally.

References

• Brown, M. E., & Treviño, L. K. (2006). Ethical leadership: A review and future directions. The Leadership Quarterly, 17(6), 595-616.
• Kouzes, J. M., & Posner, B. Z. (2017). The leadership challenge: How to make extraordinary things happen in organizations. Jossey-Bass.
• Detert, J. R., & Treviño, L. K. (2010). Moral disengagement: When employees disable ethical standards at work. Organizational Dynamics, 39(1), 63-69.
• Valentine, S., & Fleischman, G. (2009). Ethics training and organizational culture. Journal of Business Ethics, 88(2), 337-347.
• Kaptein, M. (2011). Understanding unethical behavior by unraveling ethical culture. Human Relations, 64(6), 843-869.
• Schwepker, C. H. (2001). Ethical climate’s relationship to ethical conflict and organizational commitment. Journal of Business Ethics, 33(3), 101-119.
• Johnson, C. E. (2012). Meeting the ethical challenges of leadership. SAGE Publications.
• Gill, R. (2011). Theory and practice of ethical and unfair leadership. Leadership, 7(2), 157-176.
• Treviño, L. K., & Nelson, K. A. (2017). Managing business ethics: Straight talk about how to do it right. Wiley.
• Snell, S. A., & Bohlander, G. (2013). Managing Human Resources. Cengage Learning.