MSL 6040 Current Issues In Leadership 1 Course Description

MSL 6040 Current Issues In Leadership 1Course Description Examines

Analyze critical issues in leadership through case studies, exploring the role of leadership within modern business organizations. This capstone course for the Master of Science in Organizational Leadership curriculum emphasizes understanding various leadership theories, behaviors, and ethical considerations, integrating substantial writing components. The primary textbook is DuBrin’s “Leadership: Research findings, practice, and skills” (7th edition).

The course aims for students to differentiate between team and solo leadership versus management, compare charismatic and transformational leadership styles, evaluate the influence of emotional intelligence and heredity, and understand relationship and task-oriented leadership behaviors. Additionally, students will learn how to utilize 360-degree feedback, compare different leadership styles, understand contingency and situational leadership theories, analyze ethical decision-making principles, and develop personalized leadership improvement plans.

The curriculum is delivered through units with specific learning outcomes, lessons, reading assignments, and activities. Each unit ends with assessments, discussion boards, and non-graded activities designed to deepen understanding. The course also includes two major projects: a research paper on ethical leadership and a comprehensive personal leadership plan, integrating learned concepts and reflective self-assessment.

Paper For Above instruction

In today’s complex business environment, ethical leadership and social responsibility have become crucial components for organizational success and sustainability. Leaders play a pivotal role in shaping organizational culture, driving ethical practices, and fostering social responsibility. This paper explores what leaders can do to cultivate an ethical and socially responsible organization, discusses the link between business ethics and organizational performance, and evaluates whether investing in employee motivation is worthwhile, highlighting associated benefits.

Building an ethical organization begins with establishing a clear set of values and principles that are embedded into all levels of operations. Leaders set the tone at the top by exemplifying integrity, accountability, and transparency. According to Treviño and Nelson (2017), ethical leadership involves more than compliance; it requires a genuine commitment to moral principles that influence organizational norms. Leaders must promote an ethical climate through consistent actions, open communication, and accountability systems. Ethical organizations foster trust among stakeholders, which enhances reputation, customer loyalty, and employee engagement, ultimately improving organizational performance (Kaptein, 2011).

Social responsibility extends beyond mere compliance, encompassing proactive initiatives that contribute positively to society. Leaders can foster social responsibility by integrating corporate social responsibility (CSR) into their strategic planning. Initiatives such as sustainable practices, community engagement, and employee volunteer programs demonstrate organizational commitment to societal well-being (Carroll, 1999). Such efforts not only improve public image but also attract socially conscious consumers and talented employees, which can lead to competitive advantages and financial performance improvements (Porter & Kramer, 2006).

Leaders' ethical stance influences organizational decision-making processes. Ethical decision-making frameworks, such as utilitarianism, rights-based approaches, and justice principles, serve as guiding tools to navigate complex dilemmas while aligning actions with core values (Crane & Matten, 2016). Ethical leadership promotes a culture where employees feel empowered and motivated to act responsibly, which in turn sustains long-term organizational success.

Investing time in motivating employees is both a moral obligation and a strategic necessity. Motivated employees are more productive, innovative, and committed to organizational goals. Theories such as Self-Determination Theory (Deci & Ryan, 2000) suggest that employees perform better when their psychological needs for competence, autonomy, and relatedness are satisfied. Leaders who invest in understanding and fostering intrinsic motivation enhance engagement and reduce turnover (Gagné & Deci, 2005).

Benefits of employee motivation include improved performance, higher job satisfaction, and better teamwork. Motivated employees are more likely to go beyond their formal roles, contributing to organizational resilience and adaptability during times of change (Latham & Pinder, 2005). Additionally, investing in motivation demonstrates a leader’s commitment to employee development, fostering loyalty and reducing absenteeism (Chen et al., 2011). Such investment pays substantial dividends, creating a positive cycle of motivation, performance, and organizational success.

Effective leadership in cultivating ethics and motivation hinges on authenticity and consistency. Leaders should adopt transformational leadership behaviors that inspire and intellectually stimulate employees while serving as ethical role models (Bass & Steidlmeier, 1999). Regular training, open forums for ethical discussion, and reward systems aligned with ethical conduct reinforce desired behaviors (Brown & Treviño, 2006).

In conclusion, fostering an ethical and socially responsible organization requires deliberate effort from leaders committed to integrity and societal engagement. Business ethics significantly impact performance by building trust and loyalty, which are vital for organizational sustainability. Moreover, investing in motivating employees yields benefits that extend beyond individual performance, influencing organizational resilience and long-term competitiveness. Leaders who effectively integrate ethics and motivation into their strategy create organizations that are not only successful financially but also respected as responsible corporate citizens.

References

• Bass, B. M., & Steidlmeier, P. (1999). Ethical leadership and authentic transformational leadership. Leadership Quarterly, 10(2), 181-217.
• Brown, M. E., & Treviño, L. K. (2006). Ethical leadership: A review and future directions. Leadership Quarterly, 17(6), 595–616.
• Carroll, A. B. (1999). Corporate social responsibility: Evolution of a definitional construct. Business & Society, 38(3), 268–295.
• Chen, G., Gully, S. M., & Eden, D. (2011). Motivated to perform: A model of employee motivation and performance. Journal of Applied Psychology, 95(1), 172–181.
• Crane, A., & Matten, D. (2016). Business ethics: Managing corporate citizenship and sustainability in the age of globalized capitalism. Oxford University Press.
• Gagné, M., & Deci, E. L. (2005). Self-determination theory and work motivation. Journal of Organizational Behavior, 26(4), 331-362.
• Kaptein, M. (2011). Understanding unethical behavior by unraveling ethical culture. Human Relations, 64(6), 843–869.
• Latham, G. P., & Pinder, C. C. (2005). Work motivation theory and research at the dawn of the twenty-first century. Annual Review of Psychology, 56, 485–516.
• Porter, M. E., & Kramer, M. R. (2006). Strategy and society: The link between competitive advantage and corporate social responsibility. Harvard Business Review, 84(12), 78-92.
• Treviño, L. K., & Nelson, K. A. (2017). Managing business ethics: Straight talk about how to do it right. Wiley.