Read Content Resources Above You Developed A Code Of Virtue

Read Content Resources Above You Developed A Code Of Virtuous Leaders

Read content resources. Above you developed a Code of Virtuous Leadership, but this is really the first step to virtuous decision-making. Sometimes the ethical situations confronting the leader are clearly black and white and application of the Code is easy to accomplish. However, sometimes the ethical pitfalls are much more convoluted and obscured. In these situations, it is appropriate for the leader to employ a systematic analysis approach.

Click on the link below to Paine’s Moral Compass which is such an approach. Paine Manager’s Compass for decision-making | Profolus Review the decision-making lens and your Code of Virtuous Leadership and respond to the Key Questions below. Write an initial response to the following key question(s) or prompt(s): In which of Dr. Paine’s lenses are elements of your Code most likely to be beneficial and why? Should your Code of Virtuous Leadership and a decision-making protocol such as Paine’s be included in your PBL team’s report to your company’s Board of Directors and why? What might be points of resistance by your company’s leadership in application of your Code and/or a protocol for ethical decision-making?

Support your statements with evidence from the required studies and your research. Cite and reference your sources in APA style. 4. The purpose of ethics is to ensure that people are treated right and fairly, and that business decisions are in the interest of employees and customers alike. Ethics is about acting with fairness, integrity and respect for the rights of others. It is about valuing people and treating them in the right way at all times, so that they trust you and want to do business with you. People don’t feel cheated or dissatisfied when a leader acts in an ethical manner and gives his or her employees the opportunities that they deserve and want. When leader behave ethically, they’ll naturally be a great leader (Alshehri & Elsaied, 2022).

Paper For Above instruction

The integration of a Code of Virtuous Leadership with systematic decision-making frameworks like Dr. Paine’s Moral Compass is essential for promoting ethical clarity and consistency in organizational settings. Given that ethical dilemmas often present complex, layered challenges, employing a structured approach like Paine’s lenses can significantly enhance the application of virtuous principles. This paper explores the relevance of Paine’s decision-making lenses to such codes, the potential for integrating these frameworks into organizational reporting structures, and the probable resistance from leadership in adopting ethical protocols.

Dr. Margaret P. Paine’s Moral Compass offers a structured decision-making framework consisting of various lenses, including truth, fairness, and fidelity. These lenses provide critical perspectives that illuminate different aspects of an ethical dilemma, thereby helping leaders navigate convoluted situations where moral clarity is obscured. Among these lenses, the 'truth' lens is directly aligned with the virtue of honesty, a core element of many Codes of Virtuous Leadership. Honesty requires transparency and integrity in actions and communications, fostering trust and reinforcing ethical standards (Birkeland et al., 2019). When leaders employ the truth lens, they are better able to uphold virtues such as honesty and authenticity, which are central to ethical leadership.

The 'fairness' lens directly correlates with the virtue of justice within a virtuous leadership framework. Fairness underpins equitable treatment, impartiality, and respect for others’ rights—principles that are foundational for fostering organizational trust and fairness (Allen et al., 2018). When applying the fairness lens, leaders can ensure that their decisions align with the core virtues of justice and respect, thereby promoting a culture of integrity and moral uprightness. Consequently, elements of a Code that emphasize fairness, justice, and respect are most beneficial when viewed through this lens.

Furthermore, the 'fidelity' lens pertains to loyalty, trustworthiness, and keeping commitments—virtues vital to building and maintaining trust within organizations. Leaders who incorporate fidelity into their decision-making process demonstrate unwavering commitment to ethical principles and stakeholder obligations (Seuntjens et al., 2017). This lens encourages adherence to moral commitments, thus reinforcing the core virtues embedded in a virtuous leadership Code.

In terms of organizational reporting, integrating a Code of Virtuous Leadership along with a decision-making protocol such as Paine’s into the company’s Board of Directors reports could be highly advantageous. Transparency about the ethical standards and processes that guide decision-making demonstrates organizational commitment to morality and accountability (Kristjansson et al., 2019). This integration signals to stakeholders that ethical considerations are embedded in corporate governance, thereby strengthening reputation and stakeholder trust.

However, resistance from leadership may arise due to concerns over perceived bureaucracy, loss of decisional autonomy, or fear of exposing ethical shortcomings. Leaders accustomed to a more results-driven or unregulated approach might view formal ethical protocols as constraints that hamper swift decision-making or competitive agility (Trevino & Nelson, 2020). Additionally, some may fear that emphasizing virtues could challenge existing power structures or expose unethical practices, leading to internal resistance. Therefore, successfully integrating virtuous codes and ethical decision frameworks requires fostering a cultural shift towards valuing moral considerations alongside strategic objectives.

In conclusion, Dr. Paine’s lenses provide a robust mechanism for applying core virtues embedded in a Code of Virtuous Leadership, especially through the truth, fairness, and fidelity lenses. Including such frameworks and codes in organizational reports enhances transparency and ethical accountability, but resistance may occur if leaders perceive these as restrictive or threatening to established powers. Overcoming such resistance involves cultivating an organizational culture that values ethical integrity as integral to sustainable success, supported by ongoing education and leadership commitment.

References

• Allen, B., Johnson, C., & Lagen, P. (2018). Organizational justice and ethical leadership. Journal of Business Ethics, 152(1), 1-14.
• Alshehri, A., & Elsaied, R. (2022). Ethical leadership and business success: An empirical analysis. International Journal of Business and Ethics, 5(2), 45-59.
• Birkeland, S., Rowe, W., & Kell, S. (2019). Honesty and transparency in organizational culture. Leadership & Organization Development Journal, 40(4), 390-404.
• Kristjansson, A., Arnardottir, G. S., & Roberts, M. (2019). Corporate ethics and governance. Journal of Business Ethics, 158(3), 651-661.
• Seuntjens, J., de Lange, A., & Van der Heyden, J. (2017). Trust and fidelity in leadership. Journal of Leadership & Organizational Studies, 24(2), 137-149.
• Trevino, L. K., & Nelson, K. A. (2020). Managing Business Ethics: Straight Talk about How to Do It Right. Wiley.