We think you have liked this presentation. If you wish to download it, please recommend it to your friends in any social system. Share buttons are a little bit lower. Thank you!
Presentation is loading. Please wait.
Published byDakota Stearman
Modified over 2 years ago
© 2006 Prentice Hall Leadership in Organizations 14-1 Chapter 14 Ethical Leadership and Diversity
© 2006 Prentice Hall Leadership in Organizations14-2 Learning Objectives Understand the difficulties in defining and assessing ethical leadership Understand the major conceptions of ethical leadership and how they relate to current leadership theories Understand how gender issues have been studied and the limitations of this research Understand the findings in research on gender differences in leadership
© 2006 Prentice Hall Leadership in Organizations14-3 Learning Objectives Understand how leadership processes can be affected by national culture Understand the difficulties of studying cross- cultural leadership and the limitations of research on this subject Understand why it is important to manage diversity and provide equal opportunity to all members of an organization
© 2006 Prentice Hall Leadership in Organizations14-4 Ethical Leadership General Conceptions of Ethical Leadership Diverse Perspectives on Ethical Leadership Burns Heifetz Greenleaf
© 2006 Prentice Hall Leadership in Organizations14-5 Ethical Leadership Personal Integrity and Ethical Leadership Dilemmas in Evaluating Ethical Leadership Influencing Expectations Influencing Values and Beliefs Multiple Stakeholders
© 2006 Prentice Hall Leadership in Organizations14-6
© 2006 Prentice Hall Leadership in Organizations14-7 Promoting an Ethical Climate Set an example of ethical behavior in your own actions Facilitate the development and dissemination of a code of ethical conduct Initiate discussions with followers or colleagues about ethics and integrity
© 2006 Prentice Hall Leadership in Organizations14-8 Promoting an Ethical Climate Recognize and reward ethical behavior by others Take personal risks to advocate moral solutions to problems Help others find fair and ethical solutions to conflicts Initiate support services (e.g., ethics hotline, online advisory group)
© 2006 Prentice Hall Leadership in Organizations14-9 Opposing Unethical Practices Refuse to share in the benefits provided by unethical activities Refuse to accept assignments that involve unethical activities Try to discourage unethical actions by others Speak out publicly against unethical or unfair policies in the organization
© 2006 Prentice Hall Leadership in Organizations14-10 Opposing Unethical Practices Oppose unethical decisions and seek to get them reversed Inform proper authorities about dangerous products or harmful practices Provide assistance to others who oppose unethical decisions or practices
© 2006 Prentice Hall Leadership in Organizations14-11 Ethical Leadership Determinants of Ethical Leadership Future Research on Ethical Leadership
© 2006 Prentice Hall Leadership in Organizations14-12 Gender and Leadership Sex-Based Discrimination Implicit Theories Stereotypes and Role Expectations Feminine Advantage
© 2006 Prentice Hall Leadership in Organizations14-13 Gender and Leadership Sex-Based Discrimination Other Explanations A lack of opportunity to gain experience and visibility in types of positions that would facilitate advancement Higher standards of performance for women than for men Exclusion of women from informal networks that aid advancement Lack of encouragement and opportunity for developmental activities
© 2006 Prentice Hall Leadership in Organizations14-14 Gender and Leadership Sex-Based Discrimination Other Explanations Lack of opportunity for effective mentoring Difficulties created by competing family demands A lack of strong action by top management to ensure equal opportunity Intentional efforts by some men to retain control of the most powerful positions for themselves
© 2006 Prentice Hall Leadership in Organizations14-15 Leadership in Different Cultures Importance of Cross-Cultural Research Cultural Influences on Leadership Behavior Types of Research and Difficulties Cross Cultural Differences in Leadership The Globe Project
© 2006 Prentice Hall Leadership in Organizations14-16 Types of Research and Difficulties Cross-Cultural Research Questions Differences in the conceptualization of leadership behavior, as defined by factor structures or leadership prototypes Differences in beliefs about effective leadership behavior Differences in the actual pattern of leadership behavior in each country Differences in the relationship of leadership behavior to outcomes such as subordinate satisfaction, motivation, and performance
© 2006 Prentice Hall Leadership in Organizations14-17 Types of Research and Difficulties Methodological Problems Lack of equivalence of meaning for measures developed in one country and then used in other countries Confounding effects of demographic and situational variables that are not controlled by sampling or by covariance analysis Response biases that differ across cultures Statistically significant differences that are too weak to have any practical significance Lack of representative samples from which to generalize about countries with large regional differences.
© 2006 Prentice Hall Leadership in Organizations14-18
© 2006 Prentice Hall Leadership in Organizations14-19 Guidelines for Managing Diversity Set an example in your own behavior of appreciation for diversity Encourage respect for individual differences Promote understanding of different values, beliefs, and traditions Explain the benefits of diversity for the team or organization Encourage and support others who promote tolerance of diversity
© 2006 Prentice Hall Leadership in Organizations14-20 Guidelines for Managing Diversity Discourage use of stereotypes to describe people Identify biased beliefs and role expectations for women or minorities Challenge people who make prejudiced comments Speak out to protest against unfair treatment based on prejudice Take disciplinary action to stop harassment of women or minorities
Topic 11 Leadership and Diversity. Gender and Leadership Sex-Based Discrimination –Implicit Theories –Stereotypes and Role Expectations.
1 Pertemuan 25 Ethical Leadership and Diversity Matakuliah: MPG / Leadership and Organisation Tahun: 2007 Versi: versi/revisi 1.
Cross-Cultural Leadership and Diversity 14-1Copyright© 2013 Pearson Education Leadership in Organizations.
Ethical, Servant, Spiritual, and Authentic Leadership 13-1Copyright© 2013 Pearson Education Leadership in Organizations.
Chapter 14 Ethical Leadership and Diversity Matakuliah: A Kepemimpinan Tahun: 2008 / 2009.
Copyright © 2010 Pearson Education, Inc. Leadership in Organizations 15-1 Chapter 15 Gender, Diversity, and Cross-Cultural Leadership.
Developing leadership Skills 15-1Copyright© 2013 Pearson Education Leadership in Organizations.
© 2006 Prentice Hall Leadership in Organizations 11-1 Chapter 11 Leadership in Teams and Decision Groups.
Addition 1’s to
© 2006 Prentice Hall Leadership in Organizations 4-1 Chapter 4 Participative Leadership, Delegation, and Empowerment.
Addition Facts = = =
12-1©2005 Prentice Hall 12 Leaders and Leadership Chapter 12 Leaders and Leadership.
Keberagaman, Antar Budaya dan Atribusi Kepemimpinan Chapter 10 Mata kuliah: J Kepemimpinan Entrepreneurial Global Tahun : 2010.
MANAGING EMPLOYEE DIVERSITY TOPICS 1. Defining diversity and diversity management. 2. Reasons for diversity management. 3. Challenges to diversity management.
Chapter 10 Special Issues in Training Development.
Human Communication THIRD EDITION Judy C. Pearson Paul E. Nelson Scott Titsworth Lynn Harter C H A P T E R The Dynamics of Small-Group Communication N.
MANAGE WORKPLACE DIVERSITY SITXHRM007A. Introduction.
Chapter4Chapter4 GLOSSARYGLOSSARY EXIT Glossary Modern Management, 9 th edition Click on terms for definitions Bicultural stress Demographics Discrimination.
WEEK 1 You have 10 seconds to name…
7-11 Personal and Organizational Ethics Search the Web Nortel has posted its ethics policies on the Internet. To read it, navigate your web browser to:
LECTURE 4 WORKING WITH OTHERS. Definition Working with others : is the ability to effectively interact, cooperate, collaborate and manage conflicts with.
© 2013 Cengage Learning. All Rights Reserved. 1 Part Three: The Decision Making Process Chapter 5: Ethical Decision Making and Ethical Leadership Chapter.
Copyright © 2010 Pearson Education, Inc. Leadership in Organizations publishing as Prentice Hall 13-1 Chapter 13 Ethical, Servant, Spiritual, and Authentic.
Additional Information Text LOGO AREA Big E Brand: Communication ethics and your personal brand Todd T. Hattori, ABC IABC International Executive Board.
1 Inter-Act, 13 th Edition Chapter 3 Inter-Act, 13 th Edition Chapter 3 Intercultural Communication.
Cross-National Survey of School Principal Daniel Pop Education Support Program Open Society Institute.
© McGraw-Hill Companies, Inc., Chapter 3 Individual Differences and Work Behavior John M. Ivancevich Michael T. Matteson Slides Prepared by Bruce.
Learning Goals I can: Define a corporation Define ethics Define cultural relativism and ethical universalism Describe and give examples of.
3-1 Lecture 2 Managing Ethics and Diversity S. Chan Head, Department of Business Administration
1. Training Discuss how training can contribute to companies’ business strategy. Explain the role of the manager in identifying training needs and.
11 Chapter Motivating and Rewarding Employees Copyright ©2013 Pearson Education, Inc. publishing as Prentice Hall 11-1.
Week 2: Diversity in Organizations Chapter 2 BUMGT
© 2005 Prentice-Hall, Inc. 9-1 Chapter 9 Organizational Commitment, Organizational Justice, and Work- Family Interface.
Copyright ©2014 Pearson Education, Inc Chapter 16 Organizational Culture Essentials of Organizational Behavior 12e Stephen P. Robbins & Timothy A.
Copyright © 2015 Pearson Education Ltd. Chapter 2: Diversity in Organizations 2-1.
Etika dan Spirit Kepemimpinan Chapter 8 Mata kuliah: J Kepemimpinan Entrepreneurial Global Tahun : 2010.
CHAPTER 5 Business Ethics and Ethical Decision Making.
Chapter 5 A Framework for Understanding Ethical Decision Making in Business.
Robbins et al., Fundamentals of Management, 4th Canadian Edition ©2005 Pearson Education Canada, Inc. FOM 12.1 Chapter 12 Understanding Work Teams.
Q. Assessing Leadership and Measuring Its Effects Only 8% of Fortune 1000 executive directors rate their leadership capacity as excellent, while 47% rated.
© 2002 Prentice Hall, Inc. Chapter 4 Participative Leadership, Delegation, and Empowerment.
Copyright © Houghton Mifflin Company. All rights reserved.5-1 Chapter 5 Ethical Decision Making and Ethical Leadership.
1 The BA as a Leader This event is sponsored by: Presented by Dr. Dirk le Roux 25 June 2009.
11-1 Retail Mgt. 11e (c) 2010 Pearson Education, Inc. publishing as Prentice Hall Retail Organization and Human Resource Management RETAIL MANAGEMENT:
School Leadership that Works: From Research to Results Marzano, Waters, and McNulty 2005.
Chapter 5 Transfer of Training Copyright © 2010 by the McGraw-Hill Companies, Inc. All rights reserved. McGraw-Hill/Irwin.
Chapter 4 – Making Employment Decisions. Motivations ◦ To hire the best talent possible ◦ To stay within legal requirements How do sex and gender.
11 Chapter 11 Retail Organization and Human Resource Management RETAIL MANAGEMENT: A STRATEGIC APPROACH, 10th Edition BERMAN EVANS.
Chapter 21 Values-Based Leadership Copyright 2006 Prentice Hall Publishing Company 1 Values-Based Leadership: Doing the Right Thing.
© 2017 SlidePlayer.com Inc. All rights reserved.