1. OS 230 Organizational Ethics Week 8 Our Last Class

2. The Closer Season 7 episode 11, Necessary Evil Two Views – –Coach Carr was wrong – as good as his intentions are, his actions were illegal –Coach Carr was right – The challenges at work forced him to look for unorthodox solutions and for going above and beyond, he will probably lose his job. “Maybe it’s time for him to move on.” “I don’t know,” says Brenda, “He seemed to be doing important work.” Watch for the parallel scenario(s) with Brenda

3. What if everyone did what coach did? How do you know his motives are pure? What if everyone ignored the rule(s)? What if his inaction is unjust to others? Why these three boys and not others? –Would his team do just as well w/o these boys? –Does he professionally benefit with these boys on the team? What other resources were available to him? Did you confirm lack of resources with the school social worker?

4. CHARASMATIC LEADERS: Ethical vs Unethical Trust and Charisma in the Leader Follower Relationship OS230, Week 8

5. The Charismatic Leader type: According to prevailing theories, followers believe the charismatic leader as one or more of the following: Omnipotent (parent archetype); will nurture and guide. Mystical (knows "higher truths"); knows the way and the answers. Heroic (perhaps from past achievements); can move mountains. Value-driven (concerned with the collective and able to empower it); pure in spirit. Excerpted from The ethics of charismatic leadership by Jane M. Howell and Bruce J. Avolio, Academy of Management Executives, 1992, Vol. 6 No.2; and The Charismatic Leader as Narcissist by Daniel Sankowsky, Organizational Dynamics, Spring 1995, Vol. 23, No. 4

6. The Dark Side of Charismatic Leadership 1.Leaders become addicted to charisma –“absolute power corrupts absolutely.” 2.Organizations can become addicted to the charismatic leader –In extreme cases - A cult. 3.Charisma grows for its own sake and forgets its purpose –Charisma is a capability, not the mission or reason the company exists. Brian Evje, 3 Dangers of Charismatic Leadership, Inc. Apr 25, 2012, http://www.inc.com/brian-evje/three-dangers-of-charismatic- leadership.html

7. History has great examples of charismatic leaders who used extraordinary influence on the public. One of the better examples – MLK: “…Now, I say to you today my friends, even though we face the difficulties of today and tomorrow, I still have a dream. It is a dream deeply rooted in the American dream. I have a dream that one day this nation will rise up and live out the true meaning of its creed: - 'We hold these truths to be self-evident, that all men are created equal.”, -Martin Luther King Jr., 1963.

8. The Six Key Factors for developing the ethical charismatic in the organization:  Top management is committed to a clearly stated code of ethical conduct that is continually enforced helps establish acceptable standards or boundaries for employee conduct ( Hegarty & Sims. Jr., 1979).  They recruit, select and promote managers with high moral standards To set a culture of high ethical standards  They developing performance standards and rewards that emphasize respect for people  They train leaders on how to integrate a diverse point of view. Seeing the interrelationships among new perspectives and old, lies at the source of moral development ( Trevino, 1986).  They train individuals with the necessary personality characteristics, social skills, and motivation to acquire ethical charismatic leader behaviors ( Howell & Frost, 1990).  They identify and honor heroes or heroines who exemplify high moral conduct as essential to the long term success of the organization ( Kahn, 1990). These are the role models to influence others.

9. Conclusion: Now you know Look for the characteristics of Ethical charismatic leaders Recognize the Unethical charismatics for what they are Live your life with courage, justice and integrity