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the essential framework for
personal and professional ethical decision making
in the context of diverse workplaces
Announcements and how entire organizations can
Q&A / Next week become more ethical
WELCOME
General Ethical Principles – Week 6
Virtue Ethics
– Good people make good choices
Altruism
MPS 594
ETHICAL LEADERSHIP
IN PUBLIC SERVICE
Class 7
Ethical Pluralism
Pragmatism
Love your neighbor
If it works for you,
that’s all that matters.
Consequentialism – Ends justify the means
Utilitarianism
Deontology
The greatest good
for the greatest number
– Means are the ends
Do what’s right
Categorical Imperative no matter what the cost
Justice as Fairness
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Treat people equally
or, if unequally, fairly
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NORMATIVE LEADERSHIP THEORIES
Descriptive: How leaders do act
2 Views
Normative: How leaders ought to act
“important question is not
Born
Made
‘What is the definition
Trait 3 Schools Skills
of leadership?’
Emphasizes
Emphasizes
The ultimate point
personality
competencies
Technical
characteristics
of studying leadership
Open to experiences
Human
is ‘What is
Conscientious
Conceptual
Extraverted
good leadership’?”
(Ciulla, 1998 p. 13)
Agreeable
Nervous
 Morally Good Right Thing
 Technically Good Done Right
(ibid)
Style
Emphasizes
behaviors
Task
Relationship
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Transformational Leadership
RAISING THE ETHICAL BAR
 Personal
The New Leadership Paradigm
magnetism
 “gives more attention to the
or charm
charismatic
 Influenced by
and affective
or resulting from
aspects of leadership . . .
the emotions.
[with] emphasis on intrinsic motivation
and follower development” (Northouse, 2007, p. 175)
 “a process that changes
and transforms people
Our romanticized notion:
[and is] concerned with emotions, Heroic and Reluctant
values, ethics,
and long-term goals
and includes… treating [followers] as full human beings”
(Ibid)
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Transactional
Leadership
 Focuses on the exchanges
between leader and follower
 What most say leadership is
 Some say it’s the most ethical
Transactional
leaders
 Use means values
 Honesty
Makes routine
 Responsibility
interactions
 Fairness
go smoothly
 Keep promises
 2 fundamental tools
 Takes a utilitarian approach
 Concerned with protecting
your interests,
rather than
in promoting group interests
 More likely to be controlling
Contingent Reward
(Reward Power)
If you do this . . .
Transformational
Leadership
Leaders use
ends values
 Liberty
 Justice
 Equality
Mgmt by Exception
(Coercive Power)
If you don’t do this . . .
 Concerned with the collective good
 What most want leadership to be
“a person engages with others
and creates a connection
that raises the level of motivation
and morality
in both the leader
and the follower.”
(Northouse, 2007, p. 176)
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Transformational
Leadership
BREAK
the essential framework for
personal and professional ethical decision making
in the context of diverse workplaces
and how entire organizations can
become more ethical
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Two types
 Authentic
 Motivated by altruism
 Marked by integrity
 Allow followers
free choice
 View followers
as ends in themselves
 Pseudo-transformational
 Self-centered
 Manipulate followers
for their own goals
“Transforming leaders
‘raise’ their followers up
through levels of morality,
. . . insufficient attention
to means
can corrupt the ends.”
(Burns, 1979, p. 426)
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Transformational Leadership models
 Bass model (1985)
 Burns model (1978)
Transformational
Leadership
Idealized
Influence
Model
The Way
+
Strong role model
Inspirational
Inspire a
Motivation
Shared Vision Inspire & motivate you
Transactional
Leadership
Contingent Reward Encourage
Reward Power
The Heart
If you do this . . .
Mgmt by Exception
Coercive Power
If you don’t do this . . .
Enforce
Compliance
 Leadership Challenge Model
Intellectual
Challenge
Stimulation
the Process Stimulating innovation
Individualized
Enable
Consideration
Others To Act
Supportive
(Kouzes & Posner, 1987)
 The charisma problem
Born
Made
“leaders are more likely
to have charismatic effects
in situations stressful for followers
than in non-stressful conditions.”
Follow the Vision
Performance beyond
Expectations
(House, 1976, p. 204)`
Servant Leadership
PUT THE NEEDS OF FOLLOWERS FIRST
How it begins
It begins with
the natural feeling
“The best test . . . is:
that one wants
 Do those served grow as persons?
to serve,
 Do they, while being served,
to serve first.
become healthier,
Robert Greenleaf, 1977
wiser,
freer,
more autonomous,
more likely themselves to become servants?
 And,
what is the effect on the least privileged in society;
will they benefit,
or, at least, not be further
deprived?” (Greenleaf, 1977, pp. 13-14 italics as written)
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Transactional
Leadership
+
Transformational
Leadership
RAISING THE ETHICAL BAR
Servant Leadership
PUT THE NEEDS OF FOLLOWERS FIRST
Authentic Leadership
KNOW YOURSELF




AND TO YOUR OWN SELF BE TRUE
Balanced processing: remaining objective
Internalized moral perspective: regulating behavior
Relational transparency: presenting the authentic self
Self-awareness: conscious of our motives, desires, etc.
The Big Three
Transactional
Leadership
Transformational
Leadership
Servant
Leadership
Contingent Reward
Mgmt by Exception
Reward Power
If you do this
. .
Encourage
the.Heart
If you don’t
do this . . .
Enforce
Compliance
Idealized
Influence
Strong
Modelrole
themodel
Way
Inspirational
Motivation
Inspire,
motivateVision
you
Inspire Shared
Coercive Power
Intellectual
Individualized
Stimulation
Consideration
Stimulatingthe
innovation
Supportive
Challenge
Process Enable
Others To Act
Natural feeling
Those Served
One wants to serve,
to serve first.
Grow as persons
Become servants
Least Privileged
Benefit, or, at least,
are not further deprived
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