We Continue To Build Our Ethics Knowledge Base To Develop A

We Continue To Build Our Ethics Knowledge Base To Develop A Skill Set

We continue to build our ethics knowledge base to develop a skill set that will help you analyze and understand issues that arise in the workplace. Now our focus will be on the factors to consider during decision making. In this module, we will learn about how the intensity of ethical issues, individual factors, and organizational factors may influence business decision making. Once these factors are understood, you will become familiar with the framework for ethical decision making. Finally, we will also gain a better understanding of how leadership styles affect ethical decision making and explore the habits of strong ethical leaders.

The Habits of Ethical Leaders Ethical leaders display and model a variety of characteristics that lead to habits present in the workplace of successful organizations. Research has established the habits listed below as instrumental to leadership successfully fostering an ethical environment. · Strong habits marked by committed integrity · A passion to do right without compromise · Proactively motivated and inclined to act with thought · Mindful awareness of stakeholder interests · Conduct of behavior as a role model for organizational values · Transparency in action - a willingness to maintain openness · Maintain a holistic view of the organizational culture As you explore your resources, be mindful of your own experience.

Have leaders of organizations where you have worked demonstrated these characteristics? If so, what were some examples? If not, what were some of the causes that prevented the leader from doing so? Leadership Styles Influence Ethical Decisions Leadership styles influence many aspects of organizational behavior, including employees' acceptance and adherence to organizational norms and values. Six leadership styles that are based on emotional intelligence are: coercive, authoritative, affiliative, democratic, pacesetting, and coaching.

Another way to consider leadership styles is to classify them as transactional or transformational . Transactional leaders attempt to create employee satisfaction through negotiating, or "bartering," for desired behaviors or levels of performance. Transformational leaders strive to raise employees' level of commitment and to foster trust and motivation. Both transformational and transactional leaders can positively influence the corporate culture. Additional Materials Click here for an article on ethical decision making.

Click here for an article on ethical challenges in healthcare. Click here for an article on organizational ethics. Click here to read an important essay about Ethical Leadership. Click here for an outline of a comprehensive resource that contains an example of an Ethical Decision-making Model.

Paper For Above instruction

Ethical decision-making is a crucial component of effective leadership within organizations. As organizations face complex challenges, the necessity of understanding the factors that influence ethical judgments becomes increasingly important. This paper examines the key elements impacting ethical decision-making, the habits that characterize ethical leaders, and the influence of various leadership styles on organizational ethics.

Factors Influencing Ethical Decision-Making

The process of ethical decision-making is shaped by multiple factors, including the intensity of the ethical issue, individual attributes, and organizational context. The ethical intensity refers to the importance or severity of the issue at hand, as described by Forsyth (1992), which guides the urgency and gravity of decision-making responses). Individual factors such as personal morals, values, and cognitive biases influence how a person perceives ethical dilemmas (Trevino & Nelson, 2021). Organizational factors include cultural norms, policies, and leadership influence, which collectively create an environment that either encourages or discourages ethical behavior. A comprehensive understanding of these elements enables leaders to navigate ethical dilemmas more effectively, aligning decisions with organizational values and societal expectations (Ferrell, Fraedrich & Ferrell, 2019).

Framework for Ethical Decision-Making

To assist in ethical deliberation, several models have been developed. Rest’s (1986) Four-Component Model emphasizes moral awareness, moral judgment, moral intention, and moral character. This model underscores the importance of recognizing ethical issues, developing a judgment based on moral principles, committing to ethical action, and maintaining integrity. Another widely adopted framework is the Kidder Ethical Decision-Making Model, which guides individuals through recognizing ethical dilemmas, considering alternatives, and evaluating consequences (Kidder, 2005). These frameworks serve as practical guides for leaders to approach ethical challenges systematically and consistently.

Leadership Styles and Ethical Decision-Making

Leadership styles significantly influence how ethical issues are addressed within organizations. Transformational leaders inspire followers by fostering trust and encouraging ethical behavior through their example and vision (Bass & Steidlmeier, 1999). Conversely, transactional leaders focus on clear structures, rewards, and punishments, which can either reinforce or hinder ethical standards depending on implementation (Burns, 1978). The six emotional intelligence-based styles—coercive, authoritative, affiliative, democratic, pacesetting, and coaching—each impact ethical climates differently. For instance, authoritative leaders, who provide a compelling vision, often promote ethical practices aligned with organizational goals, while coercive leaders may inhibit ethical openness due to fear or compliance pressures (Goleman, Boyatzis & McKee, 2002).

Habits of Ethical Leaders

Research indicates that ethical leaders cultivate specific habits that foster an ethical organizational climate. These include demonstrated integrity, a passion for doing right, proactive motivation, stakeholder awareness, role-modeling behavior, transparency, and maintaining a holistic cultural perspective. Leaders who exhibit these characteristics not only influence individual behavior but also shape organizational norms and influence their teams to uphold ethical standards (Brown & Treviño, 2006). For instance, leaders who maintain transparency build trust and open communication, essential for ethical climate development. Conversely, the absence of such habits can result in ethical lapses, loss of trust, and organizational misconduct (Palmer & Thoreson, 2020).

Impact of Leadership Styles on Organizational Culture

The chosen leadership style directly affects organizational ethical practices. Transformational leadership, by fostering higher commitment and trust, tends to promote ethical conduct and a positive culture. Transactional leadership, while effective for maintaining order, may risk short-term compliance without deeper ethical engagement (Avolio & Bass, 1998). Moreover, styles grounded in emotional intelligence—such as coaching and affiliative—encourage empathy, open dialogue, and shared values, reinforcing ethical standards. Leadership development programs that focus on emotional intelligence and ethical habits are crucial for cultivating leaders capable of sustaining an ethical organizational environment (Yukl, 2013).

Conclusion

Understanding the various factors that influence ethical decision-making and the habits of effective, ethical leaders is vital for fostering a strong ethical culture within organizations. Leadership styles rooted in transformational principles and emotional intelligence are particularly effective in shaping organizational ethics. Leaders must cultivate habits that promote transparency, integrity, and stakeholder awareness to sustain trust and ethical standards. As organizations evolve, continuous development of ethical leadership practices remains essential for navigating complex ethical landscapes and fostering sustainable organizational success.

References

• Avolio, B. J., & Bass, B. M. (1998). Transformational leadership: The road ahead. Elsevier Science.
• Bass, B. M., & Steidlmeier, P. (1999). Ethics, character, and authentic transformational leadership behavior. The Leadership Quarterly, 10(2), 181-217.
• Brown, M. E., & Treviño, L. K. (2006). Ethical leadership: A review and future directions. The Leadership Quarterly, 17(6), 595-616.
• Ferrell, O. C., Fraedrich, J., & Ferrell, L. (2019). Business Ethics: Ethical Decision Making & Cases. Cengage Learning.
• Goleman, D., Boyatzis, R., & McKee, A. (2002). Primal leadership: Learning to lead with emotional intelligence. Harvard Business Press.
• Kidder, R. M. (2005). How good people make tough choices. HarperOne.
• Forsyth, D. R. (1992). Judgment and choice: The psychology of decisions. Cambridge University Press.
• Rest, J. R. (1986). Moral development: Advances in research and theory. Praeger Publishers.
• Treviño, L. K., & Nelson, K. A. (2021). Managing Business Ethics: Discussions and Cases. Pearson.
• Yukl, G. (2013). Leadership in organizations. Pearson.