6 steps to ethical leaders in today's organization

Perhaps nothing else is so dramatic to define the difference between management and leadership than the individual's attention to ethics.

Managing Director must focus on the daily involvement of the league, team or organization. This involves ensuring that the department is employees appropriately, that the company is for sale, that the output is on target, etc. However, the leader must be able to set goals and hopes for the team, adjust the tone of the organization, encourage and motivate the group, etc. Realistically, managers must be able to do both. They must encourage and motivate and they must ensure that the company operates efficiently. Setting the ethical tone of the organization is a leading role. The challenge of most managers is to spend enough time focusing on leadership role without being totally consumed by the team's daily work. Because "moralism is about the morally useful nature of our business relationships … giving them the attention and care they deserve is important for the success of the company" (Hamm, 2003, p. 1). I add six steps for the manager to take morally.

1. Think of value. In order to focus on the moral tones of the organization, the leader must "draw own fundamental values ​​and ability" to maximize his leadership (Quinn, 2005, p. 76). To do this, leaders need to find time to reflect and identify their own moral compass as well as asking themselves what are the main ethical questions and problems facing their organization. Just as the manager must take time to understand his market, budgets, production times, etc., should the ethical leader take time to understand his own value, the value of the team, what values ​​the agency's statements should be and identify the gaps that exist in the goals and current behavior within the organization (Hamm, 2003, page 3).

2. Establish trust. Create an environment of trust for employees to create an environment where employees are hesitant to discuss ethical problems and issue with managers.

3. Create a common moral consciousness. To ensure purchasing and commitment from the organization, members are from various levels of the team to help create a "Code of Conduct" that conforms to the Ethical Vision of the Organization (page 3).

4. Communication about moral consciousness and structure. The leader must ensure that the sample and the code are sent to everyone within the organization. This can be done with policy manuals, training events, simple and team training, newsletters, team meetings, etc. "The communication of the project is often another important performance support (page 3), which is the way for employees to relay their concerns back to management in a safe and confidential manner.

5. Songs. To succeed, a leader will be to show that the whole organization is serious about ethical behavior. All reports of immoral behavior must be carefully investigated. Furthermore, all ethnic groups must be applied consistently and legitimate through the organization, regardless of whether the actor is a senior executive or first employment. In addition to punishing negative behavior seek to reward and acknowledge positive ethical behavior (Trevino and Nelson, 2005, p. 304). As a good manager knows that earning workers to achieve goals is important, the ethical leader will admit that equally important mu st will be granted to acknowledge those who describe nationality within the mood Happiness also means to lead by example by conducting ethical conduct along the lines of action leaders at all times. Doing so will help to establish and maintain the culture of moral conduct.

6. View and maintain Ethical Behavior. The leader must consider the moral leadership key to his role as managing director. It can not be regarded as a secondary element. Emphasis should be placed on collecting comments with surveys, emphases, conversations, as appropriate, to identify employees' concerns regarding the ethical environment in which they work. This should be constantly improving the process of identifying concerns and improving the overall ethical environment.

There are at least seven benefits for the manager to focus on being ethical leaders, including; improve the public image of the organization, restore or enhance investor confidence, prevent and reduce punishable punishments, prevent the civil litigation of employees who could not adequately manage their challenges within the company, improve employee retention, marketability by improve customer satisfaction and put an example for others on the market (Hamm, 2003, p.2).


Hamm, BA, (2003). Do you want a company that you can be truly proud of? Try a business economics program. Quinn, R. (2005). Instant Mass: Entering the basic leadership position. Harvard Business Review, July – August 2005. 75-83.

Trevino, L. and Nelson, K., (2005). Social responsibility and ethics management. Hoboken, NJ: John Wiley and Sons, Inc.


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