1. Courage and Moral Leadership
Chapter 6
Courage and Moral Leadership

2. Ex. 6.1 Comparing Unethical Versus Ethical Leadership
The Unethical Leader
Is arrogant and self-serving
Excessively promotes self-interest
Practices deception
Breaches agreements
Deals unfairly
Shifts blame to others
Diminishes others’ dignity
Neglects follower development
Withholds help and support
Lacks courage to confront unjust acts
The Ethical Leader
Possesses humility
Maintains concern for the greater good
Is honest and straightforward
Fulfills commitments
Strives for fairness
Takes responsibility
Shows respect for each individual
Encourages and develops others
Serves others
Shows courage to stand up for what is right

3. Ex. 6.2 How to Act Like a Moral Leader
Develop, articulate, and uphold high moral principles.
Focus on what is right for the organization as well as all the people involved.
Set the example you want others to live by.
Be honest with yourself and others.
Drive out fear and eliminate undiscussables.
Establish and communicate ethics policies.
Develop a backbone – show zero tolerance for ethical violations.
Reward ethical conduct.
Treat everyone with fairness, dignity, and respect, from the lowest to the highest level of the organization.
Do the right thing in both your private and professional life – even when no one is looking.

4. Moral Leadership
Distinguishing right from wrong and doing right; seeking the just, honest, and good in the practice of leadership

5. Ex. 6.4 Three Levels of Personal Moral Development
Postconventional
Follows internalized universal principles of justice and right. Balances concern for self with concern for others and the common good. Acts in an independent and ethical manner regardless of expectations of others.
Level 2: Conventional
Lives up to expectations of others. Fulfills duties and obligations of social system. Upholds laws.
Level 1:
Preconventional
Follows rules to avoid punishment. Acts in own interest. Blind obedience to authority for its own sake.

6. Ex. 6.5 Continuum of Leader-Follower Relationships
Stage 1
Control
Stage 2
Participation
Stage 3
Empowerment
Stage 4
Service
Whole employees
Active
Authoritarian manager
Leader
Participative manager
Self-responsible contributors
Team players
Stewardship-empow. leader
Follower
Servant leader
Passive
Obedient subordinates
Control Centered in the Leader/Organization
Control Centered in the Follower

7. Stewardship
A belief that leaders are deeply accountable to others as well as to the organization, without trying to control others, define meaning and purpose for others, or take care of others.
See the Parker-Follett quote on page 229

8. Stewardship
Relationship between leaders and followers in which leaders lead without dominating or controlling followers. Stewardship is an employee-focused form of leadership that enables followers to make decisions and have control over their jobs. (Lussier & Achua, 2002)

9. Servant leadership
Transcends self-interest to serve the needs of others, by helping them grow professionally and emotionally.
Encourages others in their personal development and helps them understand the larger purpose in their work.

10. “Whenever we have the opportunity or responsibility to influence the thinking and the behavior of others, the first choice we are called to make is whether to see the moment through the eyes of self-interest or for the benefit of those we are leading” (Blanchard & Hodges, 2003)

11. One of the quickest ways you can tell the difference between a servant leader and a self-serving leader is how they handle feedback, because one of the biggest fears that self-serving leaders have is to lose their position.
Self-serving leaders spend most of their time protecting their status. They usually respond negatively to feedback, because they think your feedback means that you don’t want their leadership anymore.
Servant leaders embrace and welcome feedback as a source of useful information on how they can provide better service.

12. Basic precepts of Servant Leadership
Put service before self-interest. Be resourceful.
Listen first to affirm confidence in others. Listen to figure out the will of the group and then further it however she can.
Inspire trust by being trustworthy. Be willing to give everything away – power, control, rewards, information, and recognition.
Help others accept their responsibilities and find the power of the human spirit in their work. Work exists for the person as much as the person exists for work.

13. Time for a flick!

14. Acceptance and Empathy
“The servant always accepts and empathizes, never rejects. The servant as leader always empathizes, always accepts the person but sometimes refuses to accept some of the person’s effort or performance as good enough.” (Greenleaf, 1977)

15. Foresight
This is the central ethic of leadership. The failure (or refusal) to foresee may be viewed as an ethical failure, because a serious ethical compromise today (when the usual judgment on ethical inadequacy is made) is sometimes the result of a failure to make the effort at an earlier date to foresee today’s events and take the right actions when there was freedom for initiative to act. The action we label unacceptable in the present moment is often really one of no choice. (Greenleaf, 1977)

16. Servant leadership
“The measure of leadership is not in the quality of the head, but in the tone of the body. The signs of outstanding leadership appear primarily among the followers.” (De Pree, 1989)

17. Leadership is a service
Leadership is a service. Leaders serve a purpose for the people who made it possible for them to lead – their constituents. They are servant leaders – not self-serving, but other serving.
Leadership is a privilege. You can’t be motivated by self-interest and expect to be a leader. The instant you feel exempt from the standards of the organization, you cease to be a leader. The leader galvanizes people by living their shared vision.

18. Attitude check. As a leader…
Is your purpose to serve those you have been given the privilege to lead, or to be served by your subordinates?
Are you more concerned about maintaining and overseeing your fiefdom, or are you more concerned about partnering with others to build a healthy, purposeful work environment for everyone?

19. Covey article: New Wine, Old Bottles
Three steps to transformation
Adopt a new philosophy: Build new relationships based on the principles of mutual respect and equality, not position and power. Roles are equal but different.
Create a new psychological contract or performance agreement (details)
With the transfer of power and responsibility for results, the leader becomes the servant and source of help (details)
Servant leadership is a tougher style because when you set up performance agreements and become a source of help, people have to be tough on themselves. They just can’t sit around and blame others.

20. Courage The ability to step forward through fear
Courage means accepting responsibility
Courage often means nonconformity
Courage means pushing beyond the comfort zone
Courage means asking for what you want and saying what you think
Abilene paradox: the tendency of people to not voice their true thoughts
because they want to please others.
Courage means fighting for what you believe

21. Whistleblowing
Employee disclosure of illegal, immoral, or unethical practices in the organization

22. Finding personal courage
Believe in a higher purpose
Draw strength from others
Welcome failure
Harness frustration and anger

23. When I am working, I feel mentally strong
VIGOR
When I am working, I feel mentally strong
I can continue for a very long time when I am working
When I work at my current job, I feel like I am bursting with energy
At my job, I feel strong and vigorous
When I get up in the morning, I feel like going to work
DEDICATON
I find my work to be full of meaning and purpose
My work inspires me
I am enthusiastic about my job
I am proud of the work that I do
I find my work challenging
ABSORBTION
Time flies when I am working
When I am working, I forget everything else around me
I feel very happy when I am working intensively
I can get carried away when I am working
I am immersed in my work

24. Service-Profit Chain Operating Strategy and Service Delivery System
Internal
Service
Quality
Employee
Satisfaction
And Engagement
Retention
Productivity
External
Value
Customer
Loyalty
Revenue
Growth
(effectiveness)
Profitability
(efficiency)
Repeat business
Referral
Service designed and delivered
to meet targeted customers’ needs
Results
for customers
Vigor
Dedication
Absorption
Workplace design
Job design
Employee selection
and development
Rewards and recognition
Enablement: Tools for serving customers
Operating Strategy and Service Delivery System
Source: James L. Heskett et al. “Putting the Service Profit Chain to Work”, Harvard Business Review, March-April 1994, p. 166
Service-Profit Chain