Ethical Leadership

JAMIE M. DEUEL
Ethical leadership is the consistent role modeling
of the appropriate application of company
standards of right and wrong (workplace
morality) in the daily influence of the
organization (Dunn, 2016).
Leading by Example

 When we look up to others as role

models, we tend to imitate or mimic
their attitudes, actions, and behaviors.
 Lead by example
 Actions speak louder than words
 Morals and their application to daily
living (ethics) are learned at an early
age from the actions of our role models
and mentors
 Determination, Integrity, Intelligence, Self-Confidence,
Ethical

and Sociability
 Ethical leaders also did the right thing, had a concern
for people, were open, had a personal morality, and
Leader
made decisions that were objective, fair, and value-
oriented, with a concern for society, the Golden Rule,
Attributes
and justice
Kantian Ethics: Deontological

Holds a prominent place in

the hearts of moral thinkers Based on the “right thing to
due to Kant’s Categorical do or duty” with little or no
Imperative that guides the regard for consequences
duty-bound ethicist
 A study of character traits from a deontological
Virtue Ethics:

perspective of duty, principled actions, and the right
Deontological thing to do
 The relative midpoint or mean between a deficiency
and access
 Gives us the ability to judge our actions and character
by a set of traits written in black and white
 1 2 3 4
Being viewed as an ethical leader Altruism is the principle and  Ethical leaders are said to be Altruistic leaders show concern for
means that people think of you as moral practice of concern for  altruistic in their behaviors by people through their actions by
having certain traits, engaging in happiness of other human beings showing concern for people and treating people well, with dignity, and
certain kinds of behaviors, and (Alturism, n.d.). treating people right (Trevino et al., respect (Trevino et al., 2000).
making decisions based upon ethical 2000).
principles (Trevino, Hartman, &
Brown, 2000).

Alturism
Fair and Principled
Decision-Making
 Moral awareness is a first interpretive
step in the ethical decision-making
process (Brown & Trevino, 2006).
 Ethical leaders are characterized as
honest, caring, and principled
individuals who make fair and balanced
decisions (Brown & Trevino, 2006).
 Ethical leaders are ethically principled
leaders who consider the ethical
consequences of their decisions (Brown
& Trevino, 2006).
Honest and Trustworthy

Ethical leaders are role models of ethical conduct who lead by example and who walk the ethical talk
(Trevino et al., 2003).

These ethical leaders are honest and trustworthy and can be held accountable for ethical standards.

In Trevino and colleague’s (2003) study, informants also defined executive ethical leadership in terms of
traits such as honesty, trustworthiness, and integrity, although were not the most frequently identified
categories.

Trust has to do with consistency, credibility, and predictability in relationships (Trevino et al., 2000).

An ethical leader tends to be rather candid, certain, and is very careful to be factual and accurate, as an
ethical leader does not “sugarcoat” things and tells it like it is (Trevino et al., 2000).
High on Moral
Character
 Individuals who operate at higher levels
of moral reasoning are more likely to
make principled decisions, demonstrate
concern for the rights of others, and
value fairness as the foundation upon
which relationships are built (Brown &
Trevino, 2006).
 Leaders who are high on moral
character encompass altruism, fair and
principled decision-making, honesty
and trustworthiness, and are
intrinsically motivated.
Intrinsically Motivated

 Ethical leaders hold the values, attitudes, and behaviors that are
necessary to intrinsically motivate one’s self and others (Brown
& Trevino, 2006).
 Ethical leaders create the ground rules for ethical behavior in the
organization and hold people accountable (Trevino et al., 2003).
 In an ethical leaders decision-making role, ethical leaders are
thought to hold to a solid set of ethical values and principles and
aim to be objective and fair (Trevino et al., 2000).
 The ethical leaders’ traits are stable personal characteristics,
meaning that individuals behave in fairly predictable ways across
time and situations and observers come to describe the individual
in those terms (Trevino et al., 2000).
  The specific legacy I wish to personally leave behind as a leader is to see what
others see. “To be able to describe a compelling image of the future, you have
to be able to grasp what others want and need” (Kouzes & Posner, pp. 111,

Personal
2006).
 “Listening is not just about the words. It’s also about what is unspoken. It’s
about reading between the lines. It’s about paying attention” (Kouzes & Posner,
pp. 113, 2006).

Strategy  When we start to pay attention to the little things around us, the unspoken
words, the body language, we can start to understand a person’s wants and
needs. We must take the time to understand other people for who they are and
what they are worth. “It’s about intimacy. It’s about familiarity. It’s about
empathy.
 The kind of communication needed to enlist others in a common vision requires
understanding constituents at a much deeper level than we normally find
comfortable” (Kouzes & Posner, pp. 112, 2006). One must be able to
understand another person on so many levels to grasp the wants and needs of
that other person.
 I believe that doing this personally will help me be able to relate to others
professionally. Once I can personally see what others want and need, I can take
one step further and be able to professionally see what others want and need.
By being on the personal level, I can be more intimate with those around me
and the familiarity is already there. I am more apt to be empathetic personally
to those around me to help me in my professional legacy.
Workplace Strategy

 The specific legacy I wish to leave behind as a leader in my

workplace is allowing myself to also be a follower. “I notice
that the good leaders are the ones who understand their
boundaries and are willing to accept sound advice from their
followers” (Kouzes & Posner, pp. 122, 2006).
 When I can understand my boundaries, I will become a good
leader. I will be able to follow my fellow leaders and allow
them to lead when the time is needed.
 “Being a follower is good for the soul. It reminds us that
we’re not alone, that any success we enjoy is dependent upon
the success of others, and that we’ve got to remain open to
learning” (Kouzes & Posner, pp. 128, 2006).
 If I am to be successful, wouldn’t I want others around me to
be successful as well, whether I am a leader or a follower? I
believe that having your followers just as successful as you
are is good for business and it allows others to step into a role
they are not familiar with and vice versa.
 I want to be a follower to allow my followers to grow into
great leaders because I will always follow what I lead and
lead what I follow.
Conclusion
Ethical leadership is thought to be
important because of the outcomes it is
thought to influence (Brown & Trevino,
2006).
Followers emulate ethical leaders’
behavior because such leaders are
attractive and credible models who model
normatively appropriate behavior (Brown
& Trevino, 2006).
Ethical leaders communicate the
importance of ethical standards and use
the performance management system to
hold employees accountable for their
conduct (Brown & Trevino, 2006).
Executives must recognize that if they do
not develop a reputation for ethical
leadership, they will likely be tagged as
“ethically neutral” (Trevino et al., 2000).