Required Resources: Business Ethics By Textgonzalez Padron T ✓ Solved

Required Resources Textgonzalez Padron T 2015business Ethics And S

Required Resources Text Gonzalez-Padron, T. (2015). Business ethics and social responsibility for managers [Electronic version]. Retrieved from · Chapter 7: Ethical Leadership · Chapter 8: Organizational Culture Articles Meinert, D. (2014, April 1). Creating an ethical workplace (Links to an external site.)Links to an external site. . SHRM. Retrieved from · This article has descriptions of methods used to create an ethical workplace. Topics include ethical culture, manager’s influence, and a discussion regarding if ethics can be taught. Thornton, L. F. (2014, January 15). Understanding (and preventing) ethical leadership failures (Links to an external site.)Links to an external site. . Retrieved from · This article is a description of how to recognize and prevent ethical leadership failures. The author examined both individual and organizational failures. Yukl, G., Mahsud, R., Hassan, S., & Prussia, G. E. (2013). An improved measure of ethical leadership. Journal of Leadership & Organizational Studies, (1) 20. doi: 10.1177/ · The full-text version of this article can be accessed through the EBSCOhost database in the Ashford University Library. This article analyses the benefits of ethical leadership. It will be required to complete discussion one this week. Accessibility Statement (Links to an external site.)Links to an external site. Privacy Policy (Links to an external site.)Links to an external site. Website Good example of a persuasive memo (Links to an external site.)Links to an external site. . (n.d.). Retrieved from Accessibility Statement (Links to an external site.)Links to an external site. (Links to an external site.)Links to an external site. Privacy Policy (Links to an external site.)Links to an external site.

Sample Paper For Above instruction

Introduction

In the contemporary business environment, the importance of ethical leadership and organizational culture cannot be overstated. Companies that prioritize ethical values tend to foster trust and loyalty among stakeholders, leading to sustainable success. This paper explores the concepts of ethical leadership and organizational culture based on Gonzalez-Padron’s (2015) work and integrates insights from recent scholarly articles examining methods of creating ethical workplaces, preventing leadership failures, and measuring ethical leadership effectively.

Ethical Leadership and Its Significance

According to Gonzalez-Padron (2015), ethical leadership involves guiding employees with integrity, fairness, and transparency. Such leaders serve as role models in promoting ethical standards across the organization. Yukl et al. (2013) further emphasize the benefits of ethical leadership, including enhanced employee morale, reduced misconduct, and improved organizational performance. Ethical leaders are instrumental in establishing a culture of trust, which is fundamental to organizational success. Their behavior influences employees’ ethical decision-making processes, reinforcing the importance of moral conduct in managerial roles.

Organizational Culture and Its Role in Promoting Ethics

Chapter 8 of Gonzalez-Padron (2015) discusses how organizational culture creates the ethical climate within a company. An ethical culture is cultivated through shared values, policies, and practices that emphasize integrity. When ethics are embedded in organizational routines, they become part of the daily work environment. As Meinert (2014) points out, creating an ethical workplace involves developing mechanisms such as ethical training, clear codes of conduct, and supportive leadership. These elements collectively promote ethical behavior and reduce instances of misconduct.

Methods of Creating an Ethical Workplace

Meinert (2014) describes various strategies organizations can use to foster ethical workplaces. These include establishing a comprehensive ethics program, promoting open communication, and encouraging employees to report unethical behavior without fear of retaliation. The role of managers is pivotal in influencing ethical culture; ethical managers serve as role models and reinforce organizational values (Meinert, 2014). The discussion around whether ethics can be taught remains relevant, with some arguing that ethical decision-making can be learned through training and active reinforcement of core values (Meinert, 2014).

Recognizing and Preventing Ethical Leadership Failures

Thornton (2014) emphasizes the importance of recognizing the early signs of ethical leadership failures, which can erode organizational trust and lead to significant scandals. Preventive measures include establishing robust ethical policies, ongoing ethics training, and fostering a culture where unethical behavior is openly addressed and corrected. Thornton suggests that understanding the root causes of failures, such as personal greed or organizational pressure, is essential for implementing effective prevention strategies.

Measuring Ethical Leadership

The article by Yukl et al. (2013) proposes an improved metric for assessing ethical leadership. This measurement considers factors like fairness, integrity, ethical decision-making, and the impact on organizational climate. Accurate assessment tools help organizations identify areas for improvement and ensure leadership practices align with ethical standards.

Conclusion

Ethical leadership and organizational culture are cornerstone elements of responsible management. Drawing on Gonzalez-Padron (2015) and recent scholarly insights, it is evident that fostering an ethical workplace requires deliberate strategies, ongoing training, and strong modeling by leadership. Recognizing potential failures and implementing effective measurement tools further support organizations in maintaining high ethical standards. As ethical challenges continue to evolve, organizations must prioritize cultivating ethical leadership to safeguard their reputation and ensure long-term success.

References

  • Gonzalez-Padron, T. (2015). Business ethics and social responsibility for managers. In Chapters 7 & 8.
  • Meinert, D. (2014). Creating an ethical workplace. SHRM.
  • Thornton, L. F. (2014). Understanding (and preventing) ethical leadership failures.
  • Yukl, G., Mahsud, R., Hassan, S., & Prussia, G. E. (2013). An improved measure of ethical leadership. Journal of Leadership & Organizational Studies, 20(1). doi:10.1177/
  • Brown, M. E., Treviño, L. K., & Harrison, D. A. (2005). Ethical leadership: A review and future directions. Leadership Quarterly, 16(6), 595-616.
  • Kalshoven, K., Den Hartog, D. N., & De Hoogh, A. H. (2011). Ethical leadership at work: Development and validation of a multidimensional measure. The Leadership Quarterly, 22(1), 51-69.
  • Treviño, L. K., & Nelson, K. A. (2017). Managing business ethics: Straight talk about how to do it right. John Wiley & Sons.
  • Caldwell, C., & Karri, R. (2005). Organizational ethics and ethical climate: A review. Business & Society, 44(4), 469-491.
  • Schwepker, C. H. (2001). Ethical climate’s association with important measures of ethical awareness. Journal of Business Ethics, 34(1), 51-60.
  • Agle, B. R., & Van Buren, M. E. (2011). Stakeholder theory: The state of the art. In K. S. Gelinas & F. S. Shapiro (Eds.), Ethical organizational behavior (pp. 97-124). Business Expert Press.

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