Perhaps no other issue can so dramatically define the unlikeness in the middle of supervision and leadership, than the concentration the private gives to ethics.
Webster University
A employer must focus on the on the day-to-day aspects of retention the department, team or assosication running smoothly. This includes manufacture sure the group is staffed appropriately, that the firm is on target for sales, that output is on target, etc. A leader, on the other hand, must be able to set goals and aspirations for the team, set the tone of the organization, motivate and inspire the group, etc. Realistically, managers must be able to do both. They must inspire and motivate and they must ensure that the firm operates effectively. Setting the ethical tone of the assosication is a leadership function. The challenge for most managers is to spend sufficient time focusing on leadership functions without becoming totally consumed by the day-to-day operations of the team. Because "business ethics are about the morally functional nature of our firm relationships...giving them the concentration and care they deserve is crucial to an organization's success" (Hamm, 2003, p. 1). I propose six steps for a employer to take to lead ethically.
1. Reflect on Values. To focus the proper concentration on the ethical tone of the organization, a leader must "draw on their own underlying values and capabilities" in order to optimize their leadership inherent (Quinn, 2005, p. 76). To do this, leaders must find time to reflect and identify their own personal moral compass as well as to ask themselves what are the key ethical questions and dilemmas facing their organizations. Just as a employer must take time to understand their market, budgets, output timelines, etc., an ethical leader must take time to understand his/her own personal values, the values of the team, what the value statements of the assosication should be and identify the gaps that exist in aspired goals and current behavior within the assosication (Hamm, 2003, p. 3).
2. Build Trust. Build an environment of trust with employees in order to originate an environment where employees feel free to discuss ethical dilemmas and issue with management.
3. Build a Shared Ethical Vision. To ensure buy-in and commitment from the organization, include members from varied levels of the team to help originate a "Code of Conduct" that is aligned with the Ethical foresight of the assosication (p. 3).
4. Communicate the Ethical foresight and Code of Conduct. A leader must ensure that the foresight and code is communicated to everybody within the organization. This can be done through policy manuals, training events, one-on-one and team coaching, newsletters, team meetings, etc... "Communicating the program frequently is someone else prominent success factor (p. 3), as is establishing a way for employees to Communicate their concerns back to supervision in a safe and confidential manner.
5. Act. To be effective, the leader must show that all the assosication is serious about ethical behavior. All reports of unethical behavior must be investigated thoroughly. Furthermore, all violators of ethical standards must be punished equally and justly throughout the organization, irregardless if the perpetrator is a senior administrative or first line hire. In expanding to punishing negative behavior, endeavor should be made to reward and identify certain ethical behavior (Trevino and Nelson, 2005, p. 304). Just as a good employer knows that rewarding employees for reaching goals is important, the ethical leader will identify that equal point must be given to identify those who exemplify ethical behavior within the organization. Acting also means prominent by example by letting ethical behavior guide the actions of the leaders at all times. Doing so will help Build and sustain a culture of ethical behavior.
6. Monitor and sustain Ethical Behavior. The leader must consider ethical leadership a key aspect of their role as a manager. It cannot be seen as a passing organizational fad. endeavor must be made to collect feedback through surveys, focus groups, one-on-one interviews, etc., to identify worker concerns regarding the ethical environment where they work. This should be a continuous revising process to identify concerns and to heighten the wide ethical environment.
There are at least seven benefits for a employer to focus on being an ethical leader, including; improved public image of the organization, rehabilitation or enhancement of investor confidence, prevention and reduction of criminal penalties, preventing civil lawsuits of employees who could not have their grievances met satisfactorily inside the company, improved worker retention, store leadership through by improved customer satisfaction and setting the example for others in the store (Hamm, 2003, p. 1- 2).
References:
Hamm, B.A., (2003). Want a firm you can be truly proud of? Try a firm ethics program. Quinn, R. (2005). Moments of greatness: Entering the underlying state of leadership. Harvard firm Review, July - August 2005. 75-83.
Trevino, L., and Nelson, K., (2005). Corporate public accountability and managerial ethics. Hoboken, Nj: John Wiley and Sons, Inc.
6 Steps For Ethical Leadership in Today's Organizations
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