Summary 1JK10 Leadership Lecture Slides
Lecture 1: Introduction
Doing business in a new era, where companies face new challenges, might
require a new type of management and leadership.
We are currently living in an era of high speed technological advancement with:
accelerating rate of change, hypercompetition, globalization and knowledge
dissemination.
Not only about how much knowledge you have, but how fast you can
create new knowledge.
The role of the employee has changed.
Previously, the work of employee was dictated by
operations involved by making a product.
Now, that is almost all done by machines.
It is the employee job to figure out how machines can do
things better or how machines can do better things.
Nowadays, important that leaders empower employees
and motivate their participation.
The modern employee…
- is highly educated and highly skilled
- is different (in terms of age, gender, ethnicity, nationality)
- works in teams
- has its own professional network
- doesn’t care much for hierarchy
- qualifies for self-management
- works partly remote
- wants to spend time on family and hobby’s too
Lecture 2: Ethical Leadership
Unethical leadership: leaders who take care of themselves very well and not
having an eye for well-being of the employees
Uncaring, unkind, abusive
Ignores needs, wants, and wishes of most subordinates
Lie, cheat, steal
Self-interest before anyone else’s
Disregard/minimize the health, safety, well-being of “others” (outside)
Why should we care about unethical leaderships?
- It decreases:
o Follower loyalty, productivity
o Well-being & health of employees
o Cooperation
o Trust
o Leader effectiveness
o Customer loyalty
- It increases:
, o Subordinate dysfunctional/deviant behaviors
o Interpersonal conflicts
o Subordinate turnover
Ethics: what is right or wrong, good or bad, concerned with kinds of values and
morals an individual or society finds desirable or appropriate
Ethical decision making involves a lot of intuition. It is not easy to make the
good/right decision.
Ethical decision making in business does not rely strictly on the personal
values/morals of individuals.
Ethical leadership: the demonstration of normatively appropriate conduct
through personal actions and interpersonal relationships, and the promotion of
such conduct to followers through two-way communication, reinforcement, and
decision-making
1. It’s about reputation – perceptions from a distance of two dimensions
(moral person and moral manager) that result in four types of reputation
possible
Moral person: leader’s behavior
Traits: honesty, integrity, trust
Behaviors: openness, concern for people, personal morality
Decision-making: values-based, fair message
Moral manager: directs followers’ behavior
Role modeling: visible ethical action
Rewards/discipline: holds people accountable for ethical
conduct
Communicating: conveys an “ethics/values”
2. Executives stand out from a (generally) ethically neutral background in
order to be perceived by employees as “ethical leaders”
Ethical leadership is not only going about being a moral person, but it’s also
about the reputation to standout of the crowd to be seen by others as ethical
leader, moral manager.
Ethical executive leadership
- Ethical leader – strong moral person & strong moral manager
- Unethical leader – weak moral person & weak moral manager
- Hypocritical leader – weak moral person & strong moral manager
- Ethically neutral leader – strong moral person & weak moral manager
To be perceived as ethical leader, must be a visibly ethical PERSON and an
ethical MANAGER with a consistent message
Being a moral person alone is insufficient
Executives are distant from most employees and, without “moral
management”, bottom line messages can overwhelm others
Being a moral manager is insufficient
Moral management (proactive words/actions) gain legitimacy only if
employees believe the exec is a principled, caring person who means what
(s)he says (counters cynicism)
Lecture 1: Introduction
Doing business in a new era, where companies face new challenges, might
require a new type of management and leadership.
We are currently living in an era of high speed technological advancement with:
accelerating rate of change, hypercompetition, globalization and knowledge
dissemination.
Not only about how much knowledge you have, but how fast you can
create new knowledge.
The role of the employee has changed.
Previously, the work of employee was dictated by
operations involved by making a product.
Now, that is almost all done by machines.
It is the employee job to figure out how machines can do
things better or how machines can do better things.
Nowadays, important that leaders empower employees
and motivate their participation.
The modern employee…
- is highly educated and highly skilled
- is different (in terms of age, gender, ethnicity, nationality)
- works in teams
- has its own professional network
- doesn’t care much for hierarchy
- qualifies for self-management
- works partly remote
- wants to spend time on family and hobby’s too
Lecture 2: Ethical Leadership
Unethical leadership: leaders who take care of themselves very well and not
having an eye for well-being of the employees
Uncaring, unkind, abusive
Ignores needs, wants, and wishes of most subordinates
Lie, cheat, steal
Self-interest before anyone else’s
Disregard/minimize the health, safety, well-being of “others” (outside)
Why should we care about unethical leaderships?
- It decreases:
o Follower loyalty, productivity
o Well-being & health of employees
o Cooperation
o Trust
o Leader effectiveness
o Customer loyalty
- It increases:
, o Subordinate dysfunctional/deviant behaviors
o Interpersonal conflicts
o Subordinate turnover
Ethics: what is right or wrong, good or bad, concerned with kinds of values and
morals an individual or society finds desirable or appropriate
Ethical decision making involves a lot of intuition. It is not easy to make the
good/right decision.
Ethical decision making in business does not rely strictly on the personal
values/morals of individuals.
Ethical leadership: the demonstration of normatively appropriate conduct
through personal actions and interpersonal relationships, and the promotion of
such conduct to followers through two-way communication, reinforcement, and
decision-making
1. It’s about reputation – perceptions from a distance of two dimensions
(moral person and moral manager) that result in four types of reputation
possible
Moral person: leader’s behavior
Traits: honesty, integrity, trust
Behaviors: openness, concern for people, personal morality
Decision-making: values-based, fair message
Moral manager: directs followers’ behavior
Role modeling: visible ethical action
Rewards/discipline: holds people accountable for ethical
conduct
Communicating: conveys an “ethics/values”
2. Executives stand out from a (generally) ethically neutral background in
order to be perceived by employees as “ethical leaders”
Ethical leadership is not only going about being a moral person, but it’s also
about the reputation to standout of the crowd to be seen by others as ethical
leader, moral manager.
Ethical executive leadership
- Ethical leader – strong moral person & strong moral manager
- Unethical leader – weak moral person & weak moral manager
- Hypocritical leader – weak moral person & strong moral manager
- Ethically neutral leader – strong moral person & weak moral manager
To be perceived as ethical leader, must be a visibly ethical PERSON and an
ethical MANAGER with a consistent message
Being a moral person alone is insufficient
Executives are distant from most employees and, without “moral
management”, bottom line messages can overwhelm others
Being a moral manager is insufficient
Moral management (proactive words/actions) gain legitimacy only if
employees believe the exec is a principled, caring person who means what
(s)he says (counters cynicism)
