Philosophies or Ethical Leadership

Philosophies or Ethical Leadership

Business Ethics - PHI 3360

Tuesday and Thursday 6:30pm to 7:45pm

1) Option one: Discuss the seven attributes of a successful ethical business leader (use a case study as comparative material).

Habits Of Strong Ethical Leaders (1-7) - CHAPTER 5

We believe that ethical leadership is based on holistic thinking that embraces the complex and challenging issues companies face on a daily basis. Ethical leaders need both knowledge and experience to make the right decision. Strong ethical leaders have both the courage and the most complete information to make decisions that will be the best in the long run. Strong ethical leaders must stick to their principles and, if necessary, be ready to leave the organization if its corporate governance system is so flawed that it is impossible to make the right choice.

1. Ethical Leaders Have Strong Personal Character

There is general agreement that ethical leadership is highly unlikely without a strong personal character.

For example, in 2004 when Neville Isdell was called out of retirement to improve Coca-Cola reputation after the company faces ethical crises. He initiated an ethics and compliance program to promote transparency.

2. Ethical Leaders Have a Passion to Do Right

Archie Carroll describes the passion to do right as "the glue that holds ethical concepts together." Some leaders develop this trait early in life, while others develop it over time through experience, reason, or spiritual growth.

For example, CEO of Coca-cola emphasizes that its company place employees' passion towards its brand on its higher agenda, and therefore they should devote themselves to their work to make contributions to the company. Coca-cola requires their employees to be full of passion, pursue excellent achievements and keep the promise made to the company. In spite of these basic principles, the recruitment also includes written test, interview, questions and answers, speech and some other tests, which all serve the purpose that the employees have a good master of English listening and speaking, skillful operation of computer, managerial of profession competence.

3. Ethical Leaders Are Proactive

Ethical leaders do not hang around waiting for ethical problems to arise. They anticipate, plan, and act proactively to avoid potential ethical crises. (Act before a problem come out, they feel the heat).

For example, Coca-Cola Company improves their decision-making and enforces their organic structure by implementing a strategy for organizational learning. They are changing managers for different departments on a periodical basis to be more proactive leaders. This will force managers to think outside the box when making decisions. This also enforces a learning organization and instills the organic culture into everyone's mind frame. Because of this, the Coca-Cola Company has the ability to solve large problems more quickly and become a stronger community as a result.

4. Ethical Leaders Consider Stakeholders' Interests

Ethical leaders consider the interests of and implications for all stakeholders, more than not just those that have an economic impact on the firm. Ethical leaders have the responsibility to balance stakeholder interests to ensure that the organization maximizes its role as a responsible corporate citizen.

For example, by changing Coca-Cola Company decision-making process, they also become more accustomed to their recently adopted mission, vision, and values. Coca-Cola inspires optimism in all stakeholders by making decisions in a timelier manner. This shows stakeholders that The Coca-Cola Company has a great outlook for the future because problems will seem like less of an obstacle for them. By including more, lower level employees in their decision making process, they are promoting leadership and inspiring collaboration and innovation.

5. Ethical Leaders Are Role Models for the Organization's Values

If leaders do not actively serve as role models for the organization's core values, then those values become nothing more than lip service.

What allows an organization to continue to operate for over 125 years, and along the way, become one of the most globally recognizable brand names was the ability to adapt and find new markets has helped Coca-Cola become an icon of the American culture. Coca-Cola was invented in 1885 and since the Coca-Cola Company's incorporation in 1892 (Coca-Cola, 2007), a strong focus on growth and marketing has existed. Besides traditional advertisements in the local newspaper, the company's founder, Asa Candler, distributed thousands of coupons for free

glasses of Coca-Cola so that many more people would be inclined to taste the product. He also distributed countless souvenirs that depicted the Coca-Cola trademark logo. By 1900, the organization, already, had operations in the United