Although the role of leaders in building relationships with team members has been well-established as a foundation for improved performance (Beer, 2009), the complex challenges in directing the modern organization in a highly competitive global marketplace often mean that leaders of organizations are more focused on tasks rather than people. Nonetheless, a growing body of research about the importance of leadermember relationships confirms that leaders who demonstrate a caring commitment to the welfare of organization members also create organizations that are more profitable, more innovative, and more effective at meeting customer needs (Cameron, 2003; Kouzes & Posner, 2012). Introduction Insights from the Zulu, a Bantu ethnic group in South Africa, and that group’s common greeting of Sawubona, provide powerful evidence of the importance of the leader’s role in acknowledging, validating, and truly understanding colleagues and followers as they create organizations committed to shared goals. The purpose of this paper is to explain the nuances of that Zulu greeting and to equate that term to the ways in which today’s leaders can better establish their own relationships with the employees whom they lead and serve. We begin by explaining the precise meaning of Sawubona in the Zulu language and identify four important elements of the phrase that are communicated. We then examine each of those four elements as part of the leader-follower relationship and present eight propositions about the application of those elements and their positive impacts on today’s highly competitive organizations. We conclude the paper with a summary of the practical applications of this paper for today’s leaders and a charge to leaders to incorporate the spirit of Sawubona as they strive to create stronger relationships and more successful organizations. Meaning of Sawubona The African greeting, “I see you,” is common to several cultures and reflects the importance of acknowledging others and seeing value in the present moment (Bishop, n. d.). The term Sawubona encompasses far more than the casual greeting of “Hello,” which is sometimes
{"title":"“I See You!” – The Zulu Insight to Caring Leadership","authors":"Cam Caldwell, Sylivia Atwijuka","doi":"10.22543/0733.111.1211","DOIUrl":"https://doi.org/10.22543/0733.111.1211","url":null,"abstract":"Although the role of leaders in building relationships with team members has been well-established as a foundation for improved performance (Beer, 2009), the complex challenges in directing the modern organization in a highly competitive global marketplace often mean that leaders of organizations are more focused on tasks rather than people. Nonetheless, a growing body of research about the importance of leadermember relationships confirms that leaders who demonstrate a caring commitment to the welfare of organization members also create organizations that are more profitable, more innovative, and more effective at meeting customer needs (Cameron, 2003; Kouzes & Posner, 2012). Introduction Insights from the Zulu, a Bantu ethnic group in South Africa, and that group’s common greeting of Sawubona, provide powerful evidence of the importance of the leader’s role in acknowledging, validating, and truly understanding colleagues and followers as they create organizations committed to shared goals. The purpose of this paper is to explain the nuances of that Zulu greeting and to equate that term to the ways in which today’s leaders can better establish their own relationships with the employees whom they lead and serve. We begin by explaining the precise meaning of Sawubona in the Zulu language and identify four important elements of the phrase that are communicated. We then examine each of those four elements as part of the leader-follower relationship and present eight propositions about the application of those elements and their positive impacts on today’s highly competitive organizations. We conclude the paper with a summary of the practical applications of this paper for today’s leaders and a charge to leaders to incorporate the spirit of Sawubona as they strive to create stronger relationships and more successful organizations. Meaning of Sawubona The African greeting, “I see you,” is common to several cultures and reflects the importance of acknowledging others and seeing value in the present moment (Bishop, n. d.). The term Sawubona encompasses far more than the casual greeting of “Hello,” which is sometimes","PeriodicalId":203965,"journal":{"name":"The Journal of Values-Based Leadership","volume":"29 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2018-01-02","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"124346103","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
The political independence in Africa was welcomed with joy and a heap of expectations, as Africans believed that the new African governments would bring sustainable development after years of subjugation, exploitation, and oppression. Unfortunately, this has not been the case. Today, many years after the attainment of political independence, many African nations largely remain underdeveloped, burdened with poverty, diseases, poor communication networks, illiteracy, tribal animosity, economic challenges, and injustices, ― all of which affect every aspect of African life. This study, which involved 160 respondents purposely selected from the 47 counties in Kenya, aimed to investigate why Africa continues to lag behind in development despite autonomous rule. The study found that although Africa is endowed with numerous resources, it suffers from the lack of responsible leaders, particularly political leaders. Leaders in Africa are available in abundance but very few are concerned with the welfare of the people they lead. The majority of the leaders are keen to retain power and acquire wealth at the expense of the constituents they represent. This has created a very horrendous situation in Africa as people struggle to access poorly-managed resources. No sustainable development can be attained in a situation where leaders are not responsible to those who they lead. For it is only the installation of competent, empathetic, equitable, and forward-thinking leaders that will successfully guide the sustainable development of emerging African economies. African leaders must realize that they are stewards of the geopolitical environments they were elected to serve and must be fully accountable for their actions. Responsible leadership and sustainable development are closely interwoven. Recommendations are interjected regarding how to develop our leaders for responsible leadership if any meaningful development is to be genuinely achieved in Africa.
{"title":"Responsible Leadership and Sustainable Development in Post-Independent Africa: A Kenyan Experience","authors":"D. N. Kagema","doi":"10.22543/0733.111.1207","DOIUrl":"https://doi.org/10.22543/0733.111.1207","url":null,"abstract":"The political independence in Africa was welcomed with joy and a heap of expectations, as Africans believed that the new African governments would bring sustainable development after years of subjugation, exploitation, and oppression. Unfortunately, this has not been the case. Today, many years after the attainment of political independence, many African nations largely remain underdeveloped, burdened with poverty, diseases, poor communication networks, illiteracy, tribal animosity, economic challenges, and injustices, ― all of which affect every aspect of African life. This study, which involved 160 respondents purposely selected from the 47 counties in Kenya, aimed to investigate why Africa continues to lag behind in development despite autonomous rule. The study found that although Africa is endowed with numerous resources, it suffers from the lack of responsible leaders, particularly political leaders. Leaders in Africa are available in abundance but very few are concerned with the welfare of the people they lead. The majority of the leaders are keen to retain power and acquire wealth at the expense of the constituents they represent. This has created a very horrendous situation in Africa as people struggle to access poorly-managed resources. No sustainable development can be attained in a situation where leaders are not responsible to those who they lead. For it is only the installation of competent, empathetic, equitable, and forward-thinking leaders that will successfully guide the sustainable development of emerging African economies. African leaders must realize that they are stewards of the geopolitical environments they were elected to serve and must be fully accountable for their actions. Responsible leadership and sustainable development are closely interwoven. Recommendations are interjected regarding how to develop our leaders for responsible leadership if any meaningful development is to be genuinely achieved in Africa.","PeriodicalId":203965,"journal":{"name":"The Journal of Values-Based Leadership","volume":"11 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2018-01-02","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"130182900","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Many leaders in intercollegiate athletics are under attack due to an overemphasis on winning and revenue generation. In response, some have recommended a transition to a servant leadership approach because of its focus on the well-being of followers and ethical behaviors (Burton & Welty Peachey, 2013; Welty Peachey, Zhou, Damon, & Burton, 2015). The purpose of this study was to examine athletic directors’ potential demonstration of servant leadership and possible contribution to an ethical climate in NCAA Division III institutions. Participants were 326 athletic staff members from NCAA Division III institutions. Results indicated athletic staff members believed athletic directors displayed characteristics of servant leadership. Athletic department employees perceived athletic directors exhibited servant leadership characteristics of accountability, standing back, stewardship, authenticity, humility, and empowerment most often. Staff members who perceived athletic directors displayed servant leadership characteristics were more likely to report working in an ethical climate. If athletic directors choose to model the characteristics of servantleaders, they could promote more fully the NCAA Division III philosophy of prioritizing the well-being of others, being a positive role model for employees, and fostering ethical work climates within their athletic departments. Examining Athletic Directors’ Demonstration of Servant Leadership and its Contribution to Ethical Climate in NCAA Division III Institutions Athletic directors who lead intercollegiate athletic programs directly influence the lives of hundreds of employees and thousands of student-athletes. Possibly nowhere has this been more impactful than in the 450 institutions holding membership in Division III of the National Collegiate Athletic Association (NCAA). NCAA Division III is unique with studentathletes comprising an average of 19% of undergraduate student bodies and reaching as high as 50% (Sagas & Wigley, 2014). In alignment with NCAA Division III philosophy, athletic directors should prioritize student-athletes’ academic programs and view athletic participation as integral to students’ overall college experiences (National Collegiate Athletic Association, 2016). Servant leadership, a leadership philosophy focusing on putting the needs of followers first with an emphasis on integrity, stewardship, and strong moral values, aligns well with the NCAA Division III philosophy. This philosophy states, “Colleges and universities in Division III place the highest priority on the overall academic quality of the
{"title":"Servant Leadership and Its Impact on Ethical Climate","authors":"Regan K. Dodd, Rebecca M. Achen, A. Lumpkin","doi":"10.22543/0733.111.1209","DOIUrl":"https://doi.org/10.22543/0733.111.1209","url":null,"abstract":"Many leaders in intercollegiate athletics are under attack due to an overemphasis on winning and revenue generation. In response, some have recommended a transition to a servant leadership approach because of its focus on the well-being of followers and ethical behaviors (Burton & Welty Peachey, 2013; Welty Peachey, Zhou, Damon, & Burton, 2015). The purpose of this study was to examine athletic directors’ potential demonstration of servant leadership and possible contribution to an ethical climate in NCAA Division III institutions. Participants were 326 athletic staff members from NCAA Division III institutions. Results indicated athletic staff members believed athletic directors displayed characteristics of servant leadership. Athletic department employees perceived athletic directors exhibited servant leadership characteristics of accountability, standing back, stewardship, authenticity, humility, and empowerment most often. Staff members who perceived athletic directors displayed servant leadership characteristics were more likely to report working in an ethical climate. If athletic directors choose to model the characteristics of servantleaders, they could promote more fully the NCAA Division III philosophy of prioritizing the well-being of others, being a positive role model for employees, and fostering ethical work climates within their athletic departments. Examining Athletic Directors’ Demonstration of Servant Leadership and its Contribution to Ethical Climate in NCAA Division III Institutions Athletic directors who lead intercollegiate athletic programs directly influence the lives of hundreds of employees and thousands of student-athletes. Possibly nowhere has this been more impactful than in the 450 institutions holding membership in Division III of the National Collegiate Athletic Association (NCAA). NCAA Division III is unique with studentathletes comprising an average of 19% of undergraduate student bodies and reaching as high as 50% (Sagas & Wigley, 2014). In alignment with NCAA Division III philosophy, athletic directors should prioritize student-athletes’ academic programs and view athletic participation as integral to students’ overall college experiences (National Collegiate Athletic Association, 2016). Servant leadership, a leadership philosophy focusing on putting the needs of followers first with an emphasis on integrity, stewardship, and strong moral values, aligns well with the NCAA Division III philosophy. This philosophy states, “Colleges and universities in Division III place the highest priority on the overall academic quality of the","PeriodicalId":203965,"journal":{"name":"The Journal of Values-Based Leadership","volume":"29 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2018-01-02","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"127026181","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
1 In today’s increasingly globalized, competitive, and fiscally-afflicted, higher-education environment, academic leaders are regularly expected to serve as both “visionaries” and “managers” adept in all forms of political, economic, and social engagement. Likewise, performing arts leaders share a similar fate, as they need to be versatile tacticians skilled equally in both business and art. Given these realities, for higher education performing arts programs, the challenges are greater. These programs — and their parent institutions — require leadership and leaders capable of handling both immediate complexity and longterm transformation. As such, leadership development critical to this mission is a priority. This article explores the intricacies of higher education and the performing arts, and discusses the correlative characteristics of leadership, management, mentoring, coaching, and networking. Additionally, it provides in-depth description and critical analysis of the Association for Theatre in Higher Education Leadership Institute — as the institute is a unique leadership initiative specifically designed to address this enigmatic niche subset of higher education. Effectual leadership is an essential element in any organization. It is the element that organizations rely on to translate goals and objectives into accomplishments (Rowley & Sherman, 2003; Simon, 1976). Equally as important is the need to develop leaders surefooted in handling the complex challenges and problems often associated with great responsibility. Further still, developing leaders must also be cognizant of the human factor inherent in organizational structures, as this often requires them to deliver otherwise seamless fluidity in their treatment of socialized activities. Therefore, the successful development of effective leadership is critical for both performance and accomplishment. This is not just true of commercial organizations, but also of academic agencies (Bensimon & Neumann, 1992; Braun, Nazlic, Weisweiler, Pawlowska, Peus, & Frey, 2009; Rowley & Sherman, 2003). Arsenault (2007) states, “Universities are definitely not immune to this need for effective leadership as they face similar challenges as any other organizations” (p. 14). In these settings, academic leaders must conjointly serve as both a “visionary” and a “manager” adept in all forms of political, economic, and social engagement. Comparably, 1 This article has been co-published in partnership with the Journal of Performing Arts Leadership in Higher Education and Christopher Newport University.
{"title":"Leadership and the ATHE","authors":"S. Secore","doi":"10.22543/0733.111.1204","DOIUrl":"https://doi.org/10.22543/0733.111.1204","url":null,"abstract":"1 In today’s increasingly globalized, competitive, and fiscally-afflicted, higher-education environment, academic leaders are regularly expected to serve as both “visionaries” and “managers” adept in all forms of political, economic, and social engagement. Likewise, performing arts leaders share a similar fate, as they need to be versatile tacticians skilled equally in both business and art. Given these realities, for higher education performing arts programs, the challenges are greater. These programs — and their parent institutions — require leadership and leaders capable of handling both immediate complexity and longterm transformation. As such, leadership development critical to this mission is a priority. This article explores the intricacies of higher education and the performing arts, and discusses the correlative characteristics of leadership, management, mentoring, coaching, and networking. Additionally, it provides in-depth description and critical analysis of the Association for Theatre in Higher Education Leadership Institute — as the institute is a unique leadership initiative specifically designed to address this enigmatic niche subset of higher education. Effectual leadership is an essential element in any organization. It is the element that organizations rely on to translate goals and objectives into accomplishments (Rowley & Sherman, 2003; Simon, 1976). Equally as important is the need to develop leaders surefooted in handling the complex challenges and problems often associated with great responsibility. Further still, developing leaders must also be cognizant of the human factor inherent in organizational structures, as this often requires them to deliver otherwise seamless fluidity in their treatment of socialized activities. Therefore, the successful development of effective leadership is critical for both performance and accomplishment. This is not just true of commercial organizations, but also of academic agencies (Bensimon & Neumann, 1992; Braun, Nazlic, Weisweiler, Pawlowska, Peus, & Frey, 2009; Rowley & Sherman, 2003). Arsenault (2007) states, “Universities are definitely not immune to this need for effective leadership as they face similar challenges as any other organizations” (p. 14). In these settings, academic leaders must conjointly serve as both a “visionary” and a “manager” adept in all forms of political, economic, and social engagement. Comparably, 1 This article has been co-published in partnership with the Journal of Performing Arts Leadership in Higher Education and Christopher Newport University.","PeriodicalId":203965,"journal":{"name":"The Journal of Values-Based Leadership","volume":"117 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2018-01-02","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"128723719","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
It is imperative to underscore the urgent need for values-based leadership worldwide – in our governments, academic institutions, and businesses. The lack thereof explains the collapse of global companies such as Enron, Tyco, Lehman Brothers, WorldCom, and Global Crossing due to unethical practices. This clarion call to inject principled decision-making in all forms of life and work is demarcated by inspiring examples of ethical leaders including Mahatma Gandhi, Martin Luther King, Jr., and Mother Teresa. It places emphasis more on the “means” of attainment rather than on “ends” to excel as ethical leaders. It outlines the characteristics of values-based leaders and justifies the relevance of values-based leadership in today’s world. It concludes with the postulate that creating a better legacy for future generations is predicated upon living one’s values and principles. Introduction “I am not interested in power for power's sake, but I'm interested in power that is moral, that is right and that is good.” — Martin Luther King, Jr. Although the righteous man falls ten times, he rises again repeatedly whereas the wicked man never falls twice. God extends a hand number of times to the righteous man who has values and morals to rise again. However, God never extends another opportunity to the wicked man because he doesn’t deserve it. With the fall of several business empires globally, people began doubting the credibility of business leaders. People go to the extent of blaming the business schools that created such leaders. Where does the problem lie? Are the individuals or institutions to be made accountable for the failure of business empires? If so, the engineering institutions that produce incompetent engineers and the medical institutions that produce unethical doctors are to be blamed. In fact, it is not the institution that should be blamed, but the individuals for the current business mess. The dearth of leadership values and morals among the business leaders is responsible for the current business scandals. In this editorial, I will discuss the values-based leadership which is so urgently needed in this 21st century. What is Values-Based Leadership? “A business that makes nothing but money is a poor kind of business.” ― Henry Ford Values-based leadership highlights what is right and what is wrong not who is right and who is wrong. Its emphasis is on means, not ends. For instance, Mahatma Gandhi led India’s freedom struggle through non-violence. Martin Luther King, Jr. fought for racial by leading the Civil Rights movement through non-violence. He is still revered worldwide. Nelson Mandela fought against Apartheid in South Africa. Leaders who divide countries based on religion, language, ethnicity, and geography are never appreciated in history. However, the people who fought for equality and human dignity will be revered and respected in perpetuity. “Truth alone triumphs at the end” is the hallmark of values-based leadership. It is one’s val
{"title":"Values-Based Leadership","authors":"M. S. Rao","doi":"10.22543/0733.102.1185","DOIUrl":"https://doi.org/10.22543/0733.102.1185","url":null,"abstract":"It is imperative to underscore the urgent need for values-based leadership worldwide – in our governments, academic institutions, and businesses. The lack thereof explains the collapse of global companies such as Enron, Tyco, Lehman Brothers, WorldCom, and Global Crossing due to unethical practices. This clarion call to inject principled decision-making in all forms of life and work is demarcated by inspiring examples of ethical leaders including Mahatma Gandhi, Martin Luther King, Jr., and Mother Teresa. It places emphasis more on the “means” of attainment rather than on “ends” to excel as ethical leaders. It outlines the characteristics of values-based leaders and justifies the relevance of values-based leadership in today’s world. It concludes with the postulate that creating a better legacy for future generations is predicated upon living one’s values and principles. Introduction “I am not interested in power for power's sake, but I'm interested in power that is moral, that is right and that is good.” — Martin Luther King, Jr. Although the righteous man falls ten times, he rises again repeatedly whereas the wicked man never falls twice. God extends a hand number of times to the righteous man who has values and morals to rise again. However, God never extends another opportunity to the wicked man because he doesn’t deserve it. With the fall of several business empires globally, people began doubting the credibility of business leaders. People go to the extent of blaming the business schools that created such leaders. Where does the problem lie? Are the individuals or institutions to be made accountable for the failure of business empires? If so, the engineering institutions that produce incompetent engineers and the medical institutions that produce unethical doctors are to be blamed. In fact, it is not the institution that should be blamed, but the individuals for the current business mess. The dearth of leadership values and morals among the business leaders is responsible for the current business scandals. In this editorial, I will discuss the values-based leadership which is so urgently needed in this 21st century. What is Values-Based Leadership? “A business that makes nothing but money is a poor kind of business.” ― Henry Ford Values-based leadership highlights what is right and what is wrong not who is right and who is wrong. Its emphasis is on means, not ends. For instance, Mahatma Gandhi led India’s freedom struggle through non-violence. Martin Luther King, Jr. fought for racial by leading the Civil Rights movement through non-violence. He is still revered worldwide. Nelson Mandela fought against Apartheid in South Africa. Leaders who divide countries based on religion, language, ethnicity, and geography are never appreciated in history. However, the people who fought for equality and human dignity will be revered and respected in perpetuity. “Truth alone triumphs at the end” is the hallmark of values-based leadership. It is one’s val","PeriodicalId":203965,"journal":{"name":"The Journal of Values-Based Leadership","volume":"39 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2017-07-14","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"122300348","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
This paper explores the puzzling nature of leader behavior in order to understand the conditions that encourage unethical decision-making. Building on the extant literature of pragmatic ethics, I explore how leaders can increase the quality of ethical decision-making within their organizations by understanding the incentives of rational choice. I have developed a rational choice-based ethical decision-making model to understand the incentives behind ethical leader behavior and find that ethical behavior is likely to be rational as long as audience costs remain higher than the savings benefits incurred by unethical behavior. I conclude with analysis of how the ethical rational model compares to other prominent theories that explain unethical leader behavior and propose that the probable outcomes derived from my model better explain bad leader behavior than competing control-oriented models. The results of this inquiry underscore the transactional and practical characteristics of leadership as a tool to help leaders manage their ethical climates, improve business practices and management policies, understand the nature of individual incentives, and capture transactional components of leader behavior. Introduction Ethical literature provides broad considerations for guiding individual and social interaction and enhancing the general welfare of society. However, despite the maturity of the scholarly ethical discipline, stories of leaders who exhibit unethical behavior are legion. Such leaders exhibit such poor behavior for seemingly no logical reason; as prominent business, government, and military leaders, they are all highly intelligent, well educated, economically well off, and professionally accepted at the highest levels. These leaders appear to have everything going for them, yet risk ethical misbehavior for relatively modest gains. This observation presents an interesting puzzle: why do seemingly advantaged leaders engage in poor ethical behavior when they already have such an advantage over others? Moreover, what can leaders do to avoid such behavior? In answering this puzzle, several explanations come to mind. Theories involving issues of greed, competition, relative power differences at top echelons of responsibility, and mental illness could offer simple explanations for potentially complicated behavior. However, scholars offer other explanations that are more helpful but that remain altogether unsatisfying. Park, Westphal, and Stern (2011) find that flattering comments from subordinates to CEOs are causal in producing leader overconfidence and biased decisionmaking (Park, Westphal, & Stern, 2011). Park et al. find that high social status in leaders exposes them to increasing levels of flattering comments and behavior (p. 261) which JOSEPH E. LONG CHARLESTON, WEST VIRGINIA, US inflates a leader’s sense of effective personal judgment and decreases a leader’s ability to recognize poor performance or challenge ineffective strategies (p. 267).
本文探讨了领导行为令人困惑的本质，以了解鼓励不道德决策的条件。在现有实用主义伦理学文献的基础上，我探讨了领导者如何通过理解理性选择的激励来提高组织内道德决策的质量。我开发了一个基于理性选择的道德决策模型来理解道德领导者行为背后的动机，并发现只要受众成本高于不道德行为所带来的节约效益，道德行为就可能是理性的。最后，我分析了道德理性模型如何与其他解释不道德领导行为的著名理论进行比较，并提出从我的模型中得出的可能结果比竞争性的控制导向模型更好地解释了糟糕的领导行为。这项调查的结果强调了领导力作为一种工具的交易性和实践性特征，可以帮助领导者管理他们的道德氛围，改进商业实践和管理政策，理解个人激励的本质，并捕捉领导者行为的交易成分。伦理文学提供了广泛的考虑，指导个人和社会的互动，提高社会的普遍福利。然而，尽管学术伦理学科已经成熟，但表现出不道德行为的领导者的故事还是层出不穷。这些领导人表现出如此糟糕的行为，似乎没有合理的理由;作为杰出的商业、政府和军事领导人，他们都非常聪明，受过良好的教育，经济上很富裕，并且在专业上受到最高级别的认可。这些领导人似乎拥有一切有利条件，但为了相对微薄的收益，却冒着道德失当的风险。这一观察结果提出了一个有趣的难题:为什么看似优势明显的领导者在已经比其他人拥有优势的情况下，还会做出不道德的行为?此外，领导者可以做些什么来避免这种行为?在回答这个谜题时，我想到了几种解释。涉及贪婪、竞争、高层责任的相对权力差异和精神疾病等问题的理论可以为潜在的复杂行为提供简单的解释。然而，学者们提供了其他更有帮助的解释，但仍然完全不令人满意。Park, Westphal, and Stern(2011)发现，下属对ceo的奉承评论是导致领导者过度自信和有偏见的决策的原因(Park, Westphal， & Stern, 2011)。Park等人发现，领导者的高社会地位使他们暴露于越来越多的奉承言论和行为(第261页)。美国西弗吉尼亚州的JOSEPH E. LONG CHARLESTON夸大了领导者的有效个人判断力，降低了领导者识别不良表现或挑战无效策略的能力(第267页)。Park等人的研究表明，领导者的行为会随着时间的推移而演变，因此领导者会期望毫不动摇的从众，并成为“相信自己的压力”的受害者，从而失去识别个人和绩效导向缺点的能力(第259页)。其他学者对与高层领导的竞争和相对权力差异有关的不道德领导行为提供了更简单的解释。Ludwig和Longenecker(1993)指出，“高层管理人员违反道德是成功的副产品，而不是竞争压力的副产品”，这使得上述谜题更加有趣(Ludwig和Longenecker, 1993, p. 265)。根据两位作者的说法，随着领导者变得自满，获得特权信息，增加对关键资源的访问，并获得操纵更有利结果的能力，道德不当行为就会演变(第265页)。简而言之，这一理论提供了一种以自我为中心的方法来理解糟糕的领导者行为，与Park等人提出的以成功为导向的理论相反，该理论将不道德的领导者行为解释为不仅仅是在竞争日益激烈的环境中需要走捷径。本着实用主义伦理学的精神，我对领导者的行为提出了一个更简洁的解释。正如学者们所指出的，实用主义伦理学是关于决策过程的，即“通过使用调查出现良好的道德选择”(Johnson, 2015)，以及“把习惯放在首位”，“把过去带到现在”(LaFollette, 2013, p. 402)。在理解实用主义伦理学时，战略选择模型将增加伦理领导文献，并为伦理考虑如何积极或消极地影响预期的领导者行为提供独特的解释。 这项调查的结果强调了领导力作为一种工具的交易性和实践性特征，可以帮助领导者管理他们的道德氛围，改进商业实践和管理政策，理解个人激励的本质，并捕捉领导者行为的交易成分。本文采用深入理解实用伦理学的方法来揭示实用伦理学过程如何在更具战略性的伦理决策中占据首要地位。此外，我将实用主义伦理学的期望作为影响道德决策战略性质的效用变量，并提出了一个理性选择模型，以揭示激励道德领导者选择的条件。实用主义伦理可以积极地影响战略决策，以强调基本的和持续的杜威主义观念，即实用主义伦理仍然以过程为中心，科学兼容，逻辑和习惯驱动(Johnson, 2015;2013年拉福莱特)。此外，实用伦理学的文献充分揭示了伦理考虑与战略选择之间的关系，提供了对在道德挑战环境中为领导者选择提供信息的变量的细致理解。Whitford(2002)通过挑战“投资组合”假设，即信念和欲望是战略效用模型的充分输入，挑战了理性行为人理论及其假定的“范式特权”(Whitford, 2002，第327页)。然而，惠特福德的理论采取了一种过度连续的实用主义观点，即一种选择的“目的”成为下一种选择的“手段”。为了反驳Whitford的观点，战略选择模型将把分析水平从系统层面降低到个人层面，并采用贝叶斯方法来理解决策随时间的变化。从实用主义的角度来看，通过早期领导选择获得的经验教训会影响后来决策中领导选择的习惯(LaFollette, 2013)。Woiceshyn(2011)使用以商业为导向的模型，通过“不道德的决策伤害决策者自己和他人，而道德决策者有相反的效果”(Woiceshyn, 2011, p. 311)的前提来检查道德决策。作者提出了一种理性利己主义理论，其中“推理(有意识的处理)和直觉(潜意识的处理)通过形成、回忆和应用商业中长期成功所必需的道德原则而相互作用”(第312页)。Woiceshyn还考虑了先前的研究，发现“管理者在做出涉及道德的决策时，采用与他们对影响公司的任何长期决策相同的过程”，这意味着道德选择可能比不道德的选择更理想，这支持了我对理性伦理的研究兴趣(第312页)。此外，Woiceshyn引入了领导者行为的因果因素，包括受众成本和被抓的概率;Trevino和Youngblood认为，这种“道德强度”可以应用于战略选择模型(第312页)。在解决LaFollette(2013)的实用主义伦理习惯形成方面的问题时，Caras和Sandu(2014)主张“体现在伦理专业知识中的模型的认识论和实用主义需求以及学术功能”(Caras和Sandu, 2014，第142页)。对于Caras和Sandu来说，伦理专业知识包括“严格的道德哲学训练”，作为“伦理专家的必要条件，正是因为他的角色是为那些专业知识不完全涉及伦理的专业人士提供专业咨询”(第143页)。尽管Caras和Sandu未能解决专家咨询的相对效用问题，但他们澄清了执行性专业知识和实用性专业知识之间的区别，这在伦理咨询和效用之间建立了有价值的联系。Ali和Lin(2013)探讨了选民理论中的实用主义，以确定一个理性的人何时会“承担投票的成本，即使其中任何一个都不太可能是关键的”(Ali & Lin, 2013)。p . 73)。这为理解道德行为的潜在成本提供了解释力，因为在激烈竞争的环境中实现结果的固有效率低下。Ali和Lin还提供了选民行为的数学解释，并通过确定受众成本和被抓住的不同概率如何影响领导者选择的预期效用，为理性方法提供了支持。他们还暗示，增加透明度可以影响上述因素，并为战略选择模型增加进一步的解释力
{"title":"Beyond Bathsheba: Managing Ethical Climates Through Pragmatic Ethics","authors":"Joseph E. Long","doi":"10.22543/0733.102.1194","DOIUrl":"https://doi.org/10.22543/0733.102.1194","url":null,"abstract":"This paper explores the puzzling nature of leader behavior in order to understand the conditions that encourage unethical decision-making. Building on the extant literature of pragmatic ethics, I explore how leaders can increase the quality of ethical decision-making within their organizations by understanding the incentives of rational choice. I have developed a rational choice-based ethical decision-making model to understand the incentives behind ethical leader behavior and find that ethical behavior is likely to be rational as long as audience costs remain higher than the savings benefits incurred by unethical behavior. I conclude with analysis of how the ethical rational model compares to other prominent theories that explain unethical leader behavior and propose that the probable outcomes derived from my model better explain bad leader behavior than competing control-oriented models. The results of this inquiry underscore the transactional and practical characteristics of leadership as a tool to help leaders manage their ethical climates, improve business practices and management policies, understand the nature of individual incentives, and capture transactional components of leader behavior. Introduction Ethical literature provides broad considerations for guiding individual and social interaction and enhancing the general welfare of society. However, despite the maturity of the scholarly ethical discipline, stories of leaders who exhibit unethical behavior are legion. Such leaders exhibit such poor behavior for seemingly no logical reason; as prominent business, government, and military leaders, they are all highly intelligent, well educated, economically well off, and professionally accepted at the highest levels. These leaders appear to have everything going for them, yet risk ethical misbehavior for relatively modest gains. This observation presents an interesting puzzle: why do seemingly advantaged leaders engage in poor ethical behavior when they already have such an advantage over others? Moreover, what can leaders do to avoid such behavior? In answering this puzzle, several explanations come to mind. Theories involving issues of greed, competition, relative power differences at top echelons of responsibility, and mental illness could offer simple explanations for potentially complicated behavior. However, scholars offer other explanations that are more helpful but that remain altogether unsatisfying. Park, Westphal, and Stern (2011) find that flattering comments from subordinates to CEOs are causal in producing leader overconfidence and biased decisionmaking (Park, Westphal, & Stern, 2011). Park et al. find that high social status in leaders exposes them to increasing levels of flattering comments and behavior (p. 261) which JOSEPH E. LONG CHARLESTON, WEST VIRGINIA, US inflates a leader’s sense of effective personal judgment and decreases a leader’s ability to recognize poor performance or challenge ineffective strategies (p. 267).","PeriodicalId":203965,"journal":{"name":"The Journal of Values-Based Leadership","volume":"7 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2017-07-10","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"131502479","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
{"title":"A “Message to Garcia” and Modern Leadership","authors":"Tiffany Danko","doi":"10.22543/0733.102.1184","DOIUrl":"https://doi.org/10.22543/0733.102.1184","url":null,"abstract":"","PeriodicalId":203965,"journal":{"name":"The Journal of Values-Based Leadership","volume":"39 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2017-07-10","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"115773725","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
{"title":"An Examination of Demographics, Personal Values, and Philosophical Orientations of College Students from Multiple University Campuses","authors":"Mary Kovach","doi":"10.22543/0733.102.1189","DOIUrl":"https://doi.org/10.22543/0733.102.1189","url":null,"abstract":"","PeriodicalId":203965,"journal":{"name":"The Journal of Values-Based Leadership","volume":"37 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2017-07-10","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"129102098","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
This article suggests that contempt ― a proclivity towards loathing others ― as an emotional response, can arise as a consequence of culturally incongruent leadership, i.e. leader behaviors and actions that do not comply with follower-held, culturally derived expectations and values. Outcomes of contempt were also studied by hypothesizing that contempt, when experienced in response to a situation of culturally incongruent leadership, can cause followers to reduce their display of organizational citizenship behaviors (OCB) while engaging in deviant behaviors. The model was tested in a sample of 348 follower-level employees using structural equation modeling. Empirical results largely support theoretical hypotheses. Culturally congruent leadership was negatively related to contempt, while contempt was positively related to deviant behaviors and negatively related to OCB. The results contribute to the understudied field of contempt research, and suggest that leaders faced with cultural diversity may be well advised to adapt their behaviors to the local cultural values to stimulate follower OCB rather than deviance. Introduction Emotions are everywhere in organizations – in leader-follower relationships, in teams, and between colleagues (Barsade & Gibson, 2007). Over the past 20 years, organizational scholars have increasingly recognized the importance of understanding how emotions affect organizational behaviors (Ashkanasy et al., 2017). Positive emotions ― such as joy and gratitude ― are generally viewed as having positive effects on performance at both individual, group, and organizational levels, while negative emotions ― such as anger, fear and shame ― are largely associated with negative behaviors (Barsade & Gilson, 2007). Thus, understanding and managing the events where emotions may arise is relevant to effective organizational functioning. This article focuses on one such event ― culturally congruent leadership (CCL). Research that views leadership through the lens of culture has resulted in detailed knowledge about the characteristics of leadership styles in different countries (e.g., Hofstede, 1980). The underlying logic of this research stream is that leading in accordance with important follower-held and culturally derived values is effective, and this is what we refer to as CCL. An example: On the basis of cultural idiosyncrasies, the typical leadership style in Germany is quite different from the typical leadership style in Italy. If a German leader wants to be effective in Italy, he/she will likely have to adapt behaviors and actions to the local expectations to leaders, thus displaying culturally congruent leadership. This view on leadership suggests an adjustment from the one-size-fits-all, universal solutions that have BERIT SUND, PHD BERGEN, NORWAY DR. OECON. RUNE LINES BERGEN, NORWAY dominated the leadership literature (e.g., R. House, Javidan, Hanges, & Dorfman, 2002; Javidan, Dorfman, de Luque, & House, 2006). The CCL literatur
{"title":"When Leadership Leads to Loathing: The Effect of Culturally (In)Congruent Leadership on Employee Contempt and Voluntary Work Behaviors","authors":"B. Sund, Rune Lines","doi":"10.22543/0733.102.1191","DOIUrl":"https://doi.org/10.22543/0733.102.1191","url":null,"abstract":"This article suggests that contempt ― a proclivity towards loathing others ― as an emotional response, can arise as a consequence of culturally incongruent leadership, i.e. leader behaviors and actions that do not comply with follower-held, culturally derived expectations and values. Outcomes of contempt were also studied by hypothesizing that contempt, when experienced in response to a situation of culturally incongruent leadership, can cause followers to reduce their display of organizational citizenship behaviors (OCB) while engaging in deviant behaviors. The model was tested in a sample of 348 follower-level employees using structural equation modeling. Empirical results largely support theoretical hypotheses. Culturally congruent leadership was negatively related to contempt, while contempt was positively related to deviant behaviors and negatively related to OCB. The results contribute to the understudied field of contempt research, and suggest that leaders faced with cultural diversity may be well advised to adapt their behaviors to the local cultural values to stimulate follower OCB rather than deviance. Introduction Emotions are everywhere in organizations – in leader-follower relationships, in teams, and between colleagues (Barsade & Gibson, 2007). Over the past 20 years, organizational scholars have increasingly recognized the importance of understanding how emotions affect organizational behaviors (Ashkanasy et al., 2017). Positive emotions ― such as joy and gratitude ― are generally viewed as having positive effects on performance at both individual, group, and organizational levels, while negative emotions ― such as anger, fear and shame ― are largely associated with negative behaviors (Barsade & Gilson, 2007). Thus, understanding and managing the events where emotions may arise is relevant to effective organizational functioning. This article focuses on one such event ― culturally congruent leadership (CCL). Research that views leadership through the lens of culture has resulted in detailed knowledge about the characteristics of leadership styles in different countries (e.g., Hofstede, 1980). The underlying logic of this research stream is that leading in accordance with important follower-held and culturally derived values is effective, and this is what we refer to as CCL. An example: On the basis of cultural idiosyncrasies, the typical leadership style in Germany is quite different from the typical leadership style in Italy. If a German leader wants to be effective in Italy, he/she will likely have to adapt behaviors and actions to the local expectations to leaders, thus displaying culturally congruent leadership. This view on leadership suggests an adjustment from the one-size-fits-all, universal solutions that have BERIT SUND, PHD BERGEN, NORWAY DR. OECON. RUNE LINES BERGEN, NORWAY dominated the leadership literature (e.g., R. House, Javidan, Hanges, & Dorfman, 2002; Javidan, Dorfman, de Luque, & House, 2006). The CCL literatur","PeriodicalId":203965,"journal":{"name":"The Journal of Values-Based Leadership","volume":"107 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2017-07-10","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"132963817","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
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