Ethics in a Global Workplace

ETHICS IN GLOBAL LEADERSHIP

INTRODUCTION

Vongthong  (2013, p1) cite Daft and Pirola-Merlo (2009, p. 4) as demonstrating that “leadership is an influence  relationship  among  leaders  and  followers  who  intend  real  changes  and outcomes  that  reflect  their  shared  purposes”.  We can conclude from this definition that relationship is pivotal to leadership which wields influence or social power on others to achieve common goals. The attributes of a leader and how he is perceived, will to a great extent impact on his success as a leader. With globalization and the trend for expansion into huge and emerging markets, the character and conduct of a global leader begins to receive increased focus as the definition of what is good, right or acceptable begins to have different meanings in different cultures and countries.

ETHICS

The Merriam Webster online dictionary defines ethics as rules of behavior based on ideas about what is morally good and bad. This definition seems to suggest that correct ethical behaviour is hinged on the perception of the individual or group of individuals assessing the behaviour. Northouse, P.G. (2013 p.424) state that ethics is concerned with acceptable values regarding the virtue and motives of individuals. Resick et al (2011, p.437) posit that while some dimensions of ethics may have convergent acceptability globally, others are viewed from different perspectives. While it might be acceptable in some sub-Saharan African countries to facilitate businesses with commissions or pay-offs to senior government officials, this practice will be viewed as unscrupulous and unethical in the U.S.A. The Halliburton scandal involving over 180Musd dating back to 1994, has been investigated and perpetrators prosecuted and punished in the U.S.A, yet the Nigerian government remains sluggish at best in its efforts to investigate or prosecute the bribery allegations. Global leaders in developing a global mind-set, must therefore understand the impact of ethics on global business.

ETHICAL THEORIES

Northouse, P.G. (2013 p.424) classify ethical theories into the two broad domains of character and conduct. Michalos (2013, p.599) in expounding the business case (BC) theory that being morally good is good for business, assert that the business case for business ethics is good for business (ABC). He explains that in BC, the leaders conduct will continue to conform to ethical standards as long the motive of self-interest or profit is achieved, but if the leader has an unethical character, his conduct will change if the business economics becomes unfavourable.

Northouse further subdivides the conduct theory into: (A) the rules governing a leaders actions. This states that a leader must have the moral right for his actions, further the rights of others without infringing on the right of others. And (B) the consequences of these actions; this could be egoist, utilitarian or altruistic. (p. 424 -426).

Macpherson (2013) identifies integrity and constancy as two fundamental elements of a virtuous character, and opine that an ethical leader must demonstrate these not only in the workplace, but in his lifestyle.

ETHICAL GLOBAL LEADERSHIP

Michaelson (2010, p.238-240) opines that most western global leaders, have an ethnocentric view of what standards should define appropriate business ethics, they share a concern that agents of companies from developed nations are prone to engaging in unethical behaviour in locations far from their home country, who alone or with the connivance of others may exploit ethical gaps in the host country’s’ legal standards. I remember a story told to me by a colleague, who is a Local content officer: He had gone with an expatriate manager to conduct his statutory biometrics registration, at the Nigerian Content Development and Monitoring Board office, the position mentioned by the expatriate as his job, differed from what was written in his expatriate quota and immigration documentation. This caused an uproar, and the government agent refused to conduct the registration insisting that the expatriate would have to wait and see another senior officer. My colleague spoke in the local dialect and explained that the expatriate had only mentioned a job title, which was basically the same job documented in the immigration papers. He finally convinced the government officer and got the registration done. To his consternation and mortification, when they walked out of the office, the expatriate manager turned to him and asked; how much did that settlement cost?