領(lǐng)導(dǎo)學(xué)：在實踐中提升領(lǐng)導(dǎo)力（原書第10版）課件 第5章　價值觀、倫理與個人品格　

Chapter5Values,Ethics,andCharacterCopyright?2022McGraw-HillEducation.Allrightsreserved.NoreproductionordistributionwithoutthepriorwrittenconsentofMcGraw-HillEducation.ChapterOutlineIntroductionLeadershipand"doingtherightthings"Character-basedapproachestoleadershipTherolesofethicsandvaluesinorganizationalleadershipValues,Ethics,andCharacterLeadershipcannotjustgoalongtogetalong…Leadershipmustmeetthemoralchallengeoftheday.JesseJackson,Americancivilrightsactivist.IntroductionLeaderscanusepowerforgoodorill.Leader’spersonalvaluesandethicalcodemaybethemostimportantdeterminantsofhowthatleaderexercisesavailablepowersources.Recentscandalsinvolvingpolitical,business,andreligiousfigureshighlighttheneedtoconsidervaluesandethicsintermsofleadership.Scholarlyandpopularliteraturehaveturnedgreaterattentiontothequestionofethicalleadership.Leadershipand"DoingtheRightThings"1Leadersfacedilemmasthatrequirechoicesbetweencompetingsetsofvaluesandpriorities.Thebestleadersrecognizedilemmasandfacethemwithacommitmenttodoingwhatisright,notjustwhatisexpedient.Leaderssetamoralexamplethatbecomesthemodelforanentiregroupororganization.Leadersshouldinternalizeastrongsetof

ethics,

whichareprinciplesofrightconductorasystemofmoralvalues.GardnerandBurnsstressedthecentralityandimportanceofthemoraldimensionofleadership.Leadershipand"DoingtheRightThings"2Qualitiesofleadershipthatengendertrust.Vision.Empathy.Consistency.Integrity.McGregor'sstylesofmanagerialbehaviorbasedonpeople’simplicitattitudesabouthumannature.TheoryXassertsthatmostpeopleneedextrinsicmotivationbecausetheyarenotnaturallymotivatedtowork.TheoryYassertsthatmostpeopleareintrinsicallymotivatedbytheirwork.Values1Constructsrepresentinggeneralizedbehaviorsorstatesofaffairsthatareconsideredbytheindividualtobeimportant.Playacentralroleinone’soverallpsychologicalmakeupandcanaffectbehaviorindifferentsituations.PeopleinanorganizationvaryintherelativeimportancetheyplaceonvaluesInstrumentalvalues:Modesofbehavior,suchasbeinghelpfulorbeingresponsible.Terminalvalues:Desiredendstates,suchasfamilysecurityorsocialrecognition.Values2Pervasiveinfluencesofbroadforcesataparticulartimetendtocreatecommonvaluesystems.Maycontributetomisunderstandingsandtensionintheinteractionsbetweenolderleadersandyoungerfollowers.

Allgenerationsaremoldedbydistinctiveexperiencesattheircriticaldevelopmentalperiods.TheVeterans,1922to1943.TheBabyBoomers,1942to1960.TheGenXers,1961to1981.Millennials,1982to2005.Values3GenXershaveaclearlydifferentviewofauthoritythanpreviousgenerations.Theydefineleadingasremovingobstaclesandgivingfollowerswhattheyneedtoworkwellandcomfortably.Expectmanagerstoearntheirpromotionsandnotberewardedwithleadershipresponsibilitiesbecauseofseniority.Researchhasfoundlittleevidenceofagenerationgapinbasicvalues.StudiesshowthatBoomers,Xers,andMillennialsinthemanagerialworkforcearemoresimilarthandifferentintheirviewsoforganizationalleadership.MoralReasoningandCharacter-BasedLeadership1Valuesplayakeyroleinthemoralreasoningprocess.Valuedifferencesamongindividualsoftenresultindifferentjudgmentsregardingethicalandunethicalbehavior.Noteveryonefullydevelopstheirmoraljudgment.MoralReasoningandCharacter-BasedLeadership2Unconsciousbiasesmayaffectone’smoraljudgments,whichiswhymanyorganizationsaredevelopingprogramstodevelopmoraldecision-makingcompetenceamongleaders.Effectivenessofsuchprogramsdependsonunderstandingthemoraldecision-makingprocess.Dual-processtheoryofmoraljudgment.Moraljudgmentsdealingprimarilywithrightsanddutiesaremadebyautomaticemotionalresponseswhilethosemadeonamoreutilitarianbasisaremademorecognitively.MoralReasoningandCharacter-BasedLeadership3Commonbutchallengingethicaldilemmasinvolvechoosingbetweentworights.Kidderidentifiedthefollowingcommonethicaldilemmas:

Truthversusloyalty:

Honestlyansweringaquestionthatmaycompromiserealorimpliedpromiseofconfidentialitytoothers.Individualversuscommunity:

Protectingtheconfidentialityofsomeone’smedicalconditionwhentheconditionitselfmayposeathreattothelargercommunity.MoralReasoningandCharacter-BasedLeadership4Short-termversuslong-term:Balancingspendingtimewithfamilyagainstmakingcareerinvestmentsforfuturebenefits.Justiceversusmercy:Decidingwhethertoexcuseaperson’smisbehaviourbecauseofextenuatingcircumstancesoraconvictionthatheorshehaslearnedalesson.MoralReasoningandCharacter-BasedLeadership5Kidderoffersthefollowingprinciplesforresolvingethicaldilemmas:Ends-basedthinking:

Doingwhat’sbestforthegreatestnumberofpeople.Knownasutilitarianisminphilosophy.Rule-basedthinking:

Followingthehighestprincipleorduty.ConsistentwithKantianphilosophy.Care-basedthinking:Doingwhatonewantsotherstodotohimorher.SimilartotheGoldenRuleofconductcommoninmanyworldreligions.MoralReasoningandCharacter-BasedLeadership6Researchhasidentifiedbiasesthataffectourmoraldecision-making.Implicitprejudice:Subconsciousprejudicesthataffectone'sdecisionswithouthimorherbeingawareofthem.In-groupfavoritism:Doingactsofkindnessandfavorsforthosewhoarelikeus.Overclaimingcredit:Overratingthequalityofone'sownworkandcontributions.Conflictsofinterest:Misjudgingone'sownabilitytodiscounttheextenttowhichaconflictactuallybiasesone'sperceptionofthesituationinone'sownfavor.MoralReasoningandCharacter-BasedLeadership7Progressinunderstandingethicalbehaviorandincreasingitslikelihoodorprevalencecanbebasedonapurelyrationalorreasoning-basedapproach.Accordingtoastudy,althoughpeople'spredictionsweregenerallyconsistentwiththeirpersonalvalues,theiractualbehavioroftenwasnot.Behavioralscriptsfromone’sreligioustraditioncouldtriggerandleadtoethicalbehaviorwithoutexplicitmoralreasoning.Someresearchersbelievethat"moralreasoningisrarelythedirectcauseofethicaljudgment."AspectsAssociatedWithMoralDisengagement1Moraljustification:Reinterpretingotherwiseimmoralbehaviorintermsofahigherpurpose.Euphemisticlabeling:Usingcosmeticwordstodefuseordisguisetheoffensivenessofotherwisemorallyrepugnantordistastefulbehavior.Advantageouscomparison:Lettingoneavoidself-contemptforone’sbehaviorbycomparingittoevenmoreheinousbehaviorbyothers.Diffusionofresponsibility:Reprehensiblebehaviorbecomingeasiertoengageinandlivewithifothersarebehavingthesameway.AspectsAssociatedWithMoralDisengagement2Disregardordistortionofconsequences:Minimizingtheactualharmcausedbyone’sbehavior.Dehumanization:Avoidingtheconsequencesofone’sbehaviorbydehumanizingthosewhoareaffected.Attributionofblame:Justifyingone'simmoralbehaviorbyclaimingitwascausedbysomeoneelse’sactions.Componentsofmoralpotency.Moralownership.Moralcourage.Moralefficacy.AvolioandAssociates:ComponentsofEthicalLeadershipMoralperson.Principleddecisionmakerwhocaresaboutpeopleandthebroadersociety.Moralmanager.Makesethicsanexplicitpartoftheleadershipagendabycommunicatingmessagesofethicsandvalues,byvisiblyandintentionallymodelingethicalbehavior.Character-BasedApproachestoLeadership1Authenticleadership.Authenticleadersexhibitconsistencyamongtheirvalues,theirbeliefs,andtheiractions.Areself-aware.Self-consciouslyaligntheiractionswiththeirinnervalues.Character-BasedApproachestoLeadership2Studyofauthenticleadershiphasgainedmomentumbecauseofthefollowingbeliefs:Enhancingself-awarenesscanhelppeopleinorganizationsfindmoremeaningatwork.Promotingtransparencyandopennessinrelationshipsbuildstrustandcommitment.Fosteringmoreinclusivestructuresandpracticescanhelpbuildmorepositiveethicalclimates.Character-BasedApproachestoLeadership3Servantleadershipviewsservingothersasbeingtheleader’srole.Characteristicsofservantleaders.ListeningEmpathyHealingAwarenessPersuasionConceptualizationForesightStewardshipCommitmenttoothers’growthBuildingcommunityRolesofEthicsandValuesinOrganizationalLeadershipOrganizationshavedominantvaluesjustasindividualsdo.Valuesrepresenttheprinciplesbywhichemployeesaretogetworkdoneandtreatotheremployees,customers,andvendors.Leadersinanorganizationfailbecauseofamisalignmentbetweenpersonalandorganizationalvalues.Topleadership’scollectivevaluesplayasignificantroleindeterminingthedominantvaluesthroughouttheorganization.Manyofthemostdifficultdecisionsmadebyleadersarechoicesbetweenopposingvalues.Leadersmustsetapersonalexampleofvalues-basedleadershipandensurethatclearvaluesguideeveryone’sbehaviorinanorganization.LeadingbyExample:TheGood,theBad,andtheUgly1Oneofthemostquotedprinciplesofgoodleadershipis"leadershipbyexample."Researchshowsthatrolemodelscanbecharacterizedusingthefollowingcategoriesofattitudesandbehaviors:Interpersonalbehaviors:Theyshowcare,concern,andcompassionforothers.Basicfairness:Theyshowfairnesstoothers.Ethicalactionsandself-expectations:Theyholdthemselvestohighethicalstandardsandbehaveconsistentlyinboththeirpublicandprivatelives.Articulatingethicalstandards:Theyarticulateaconsistentethicalvisionandareuncompromisingtowardit.LeadingbyExample:TheGood,theBad,andtheUgly2Upwardethicalleadership:Leadershipbehaviorenactedbyindividualswhotakeactiontomaintainethicalstandardsinthefaceofquestionablemoralbehaviorsbyhigher-ups.Generalqualityofanorganization’sethicalclimateaffectswhetherornotemployeesraiseethicalconcerns.Inethicalclimates,ethicalstandardsornormsareconsistentlyandclearlycommunicated,embraced,andenforcedbyorganizationalleaders.Inunethicalclimates,unethicalbehaviorexistswithlittlecorrectiveaction,andmisbehaviormayevenbecondoned.CreatingandSustaininganEthicalClimate1"Fronts"ofleadershipactionthatarerequiredtocreateanethicalclimate.Formalethicspoliciesandprocedures.Coreideolog