CHAPTER 6 1. Top 2 areas (topics/concepts) that you don't agree/understand and why? 2. Explain the relationship with a theory x and theory y. 3. Take self-insight assessment 6.1 (pg 172) How do you interpret the accuracy of the results (your score). 4. Give your example of a Level 1, 2, 3 of moral development. (use a personality/famous leader/personal example). 5. In three sentences relate Servant Leadership to the idea of leading with "Love". How, what does it look like, how could it be implemented/practiced everyday? 6. Is courage related to personality type? Explain your rationale. 7. How do you practice personal courage as a student and how will that translate in your career?

> ebooks.cenreader.com C + Dashboard X C Ebooks - Cengage eReader eTextbook: Leadership Experience Ebooks - Cengage eReader TT The Leadership eTextbook: . . . Qu ebooks.cenreader.com cessibility Bookmark Leadership Experience Cover Page 6-1. Moral Leadership Today Title Page Mahatma Gandhi once said, "There are seven things that will destroy us: wealth without work, pleasure without conscience, knowledge without character, religion without sacrifice, politics Copyright Page without principle, science without humanity, business without ethics." In the early 2000s, Dedication we witnessed the names of once-revered corporations such as Lehman Brothers, Bear Stearns, and Countrywide become synonymous with greed, deceit, arrogance, or lack of moral About the Author iii conscience. Lehman Brothers and Bear Stearns no longer exist, and Countrywide was Preface xiv acquired by Bank of America. Acknowledgments xvii Although the high-profile stories of ethical misconduct in organizations have slowed a bit since those days, there are plenty of leaders still on the hot seat because of ethically Part 1. Introduction to Leadership questionable behavior. Mcdonald's fired CEO Steve Easterbrook after the board determined that a consensual relationship he had with an employee violated the company's ethics policy. Part 2. Research Perspectives on Insiders later reported that Easterbrook engaged in inappropriate relationships with several Leadership female employees and covered up his actions, as well as that he covered up the misconduct of Part 3. The Personal Side other managers. The U.S. Transportation Department's inspector general recently issued a of Leadership report accusing former Transportation Secretary Elaine Chao of repeatedly using the staff and Chapter 4. The Leader resources of her office to help family members run a global shipping business with major 122 as an Individual operations in China. Social media giant Facebook and its CEO Mark Zuckerberg have Chapter 5. Leading with come under fire a number of times in relation to issues of user privacy. As one example, the Jump to Page 208 Go PREVIOUS PAGE NEXT PAGE Chapter 6. Courage and Moral Leadership 6-1a. The Ethical Climate in BusinessI) a u Dashboard ebookscenreadercom C @ Ebooks - Cengage eReader eTexthook: eTextbook: Leadership Experience _ B 0' u_ TT __ D . chk Tour Print Search Annotations Accessublllty Bookmark Leadership Experience ' Leade'ship 6-1a. The Ethical Climate in Business Chap'f'di- 3'9 reader Leaders face many pressures that challenge their ability to do the right thing. The most as an n IVI ua dangerous obstacles for leaders are personal weakness and self'interest rather than full-scale :hagterjIILeade Wl'h corruption. 0 Pressures to cut costs, increase profits, meet the demands of vendors or ea an eart business partners, and look successful can all contribute to ethical lapses. For example, Chapter 6- Courage and Goldman Sachs Group recently admitted it broke U.S. antibribery laws and will pay billions in Moral Leadership financial penalties to regulators in four countries to settle a years-long investigation into the 6-1. Moral Leadership bank's dealings with a Malaysian investment fund known as 1MDB. Prosecutors say that Today nearly $1.6 billion raised by Goldman for 1MDB by selling bonds to investors ended up being 6-13. The Ethical paid in bribes to government officials in Malaysia and the Middle East. 0 Climate in Business Another challenge in today's business environment is an overemphasis on pleasing 6-'l b. Leaders Set the Ethical Tone shareholders, which may cause some leaders to behave unethically toward customers, employees, and the broader society. 0 Executives are under enormous pressure to meet 62. Acting Like an Ethical Leader short-term earnings goals, and some even use accounting gimmicks or other techniques to show returns that meet market expectations rather than ones that reect true performance. 6-3. Becoming a Moral Leader 0 All leaders want their organizations to appear successful, and they can sometimes do the wrong thing just so they will look good to others. The question for leaders is whether they can 6-4. Servant Leadership I . I I . . I . summon the fortitude to do the right thing despite outSIde pressures. \"Life 15 lived on a 65 Leading mm Courage slippery slope, says Harvard Busmess Schools Richard Tedlow. It takes a person of character A Jump to Page - PREVIOUS PAGE NEXT PAGE 6-1. Moral Leadership Today 6-1b. Leaders Set the Ethical Tone > ebooks.cenreader.com C + Dashboard C Ebooks - Cengage eReader The Leadership eTextbook: E ebooks.cenreader.com C + Dashboard C Ebooks - Cengage eReader O The Leadership E 6-5. Leading with Courage Level 3: Postconventional Jump to Page 216 Go PREVIOUS PAGE NEXT PAGE 6-2. Acting Like an Ethical Leader 6-4. Servant LeadershipeTexthook: Leadership Experience of Leadership Chapter 4. The Leader as an individual Chapter 5. Leading with Headand Heart Chapter 6. Courage and Moral Leadership 6-1. Moral Leadership Today 64a. The Ethical Climate in Business 6-'l b. Leaders Set the Ethical Tone 62. Acting Like an Ethical Leader 6-3. Becoming a Moral Leader 216 I) u Dashboard eTextbook: Leadership Experience ebooks.cenreader.com C Ebooks - Cengage eReader Er Q I QuickTour Print Search Annotations 6-4. Servant Leadership What is a leader's moral responsibility toward followers? Is it to limit and control them to meet the needs of the organization? Is it to pay them a fair wage? Or is it to enable them to grow and create and expand themselves as human beings? Much of the thinking about leadership today implies that moral leadership involves turning followers into leaders, thereby developing their potential rather than using a leadership position to control or limit peoples The ultimate expression of this leadership approach is called servant leadership, which can best be understood by comparing it to other approaches. Exhibit 6.5 illustrates a continuum of leadership thinking and practice. Traditional organizations were based on the idea that the leader is in charge of subordinates and the success of the organization depends on leader control over followers. In the rst stage, employees are passivenot expected to think for themselves but simply to do as they are told. Stage two in the continuum involves followers more actively in their own work. Stage three is stewardship, which represents a significant shift in mindset by moving responsibility and authority from leaders to followers. 6"" 59"\" t 6.5. Changing Leader Focus from Self to Others Leadership Stage 1 Stage 2 Stage 3 Stage 4 Control Participation Empowerment Service 6-5. Leading with Courage T'r Accessibility Bookmark Jump to Page 219 - N EXT PAG E e-4a. Authoritarian Management PREVIOUS PAGE 6-3. Becoming a Moral Leader > ebooks.cenreader.com C + Dashboard C Ebooks - Cengage eReader ? IT The Leadership eTextbook: E eTextbook: Leadership Experience . . . Quick Tour Print Search Annotations Accessibility Bookmark Leadership Experience of Leadership Chapter 4. The Leader 122 as an Individual Chapter 5. Leading with 168 Headand Heart Chapter 6. Courage and 207 Moral Leadership 6-1. Moral Leadership 208 Today 6-1a. The Ethical Climate in Business 6-1b. Leaders Set the 209 Ethical Tone 6-2. Acting Like an 213 Ethical Leader 6-3. Becoming a Moral 216 Leader 6-4. Servant Leadership 219 6-4a. Authoritarian Management Jump to Page Go> ebooks.cenreader.com C + Dashboard C Ebooks - Cengage eReader ? O TT . . . The Leadership eTextbook: E ebooks.cenreader.com C + Dashboard C Ebooks - Cengage eReader O TT The Leadership eTextbook: E ebooks.cenreader.com C + Dashboard C Ebooks - Cengage eReader ? O TT The Leadership eTextbook: E 6-5a. What Is Courage? 65c. Finding Personal Courage eTextnook: Leadership Experience oi. Acting tux: an Ethical Leader 6-3. Becoming a Moral Leader 6-4. Servant Leadership 219 6-4a. Authoritarian Management 674b. Participative Management 6-4c. Stewardship 6-411. The Servant Leader 6-5. Leading with Courage 6-5a. What is Courage? 224 6-5b. How Does Courage Apply to Moral 229 Leadership? 6-5cl Finding Personal Courage Jump to Page 230 - I) a u Dashboard PREVIOUS PAGE eTextbook: Leadership Experience ebooks.cenreader.com C @ Ebooks - Cengage eReader En Q I QuickTour Print Search Annotations 6-5c. Finding Personal Courage How does a leader find the courage to step through fear and confusion, to act despite the risks involved? All of us have the potential to live and act courageously. There are a number of ways leaders can unlock the courage within themselves, including committing to causes they believe in, connecting with others, harnessing anger, and developing their skills. Believe in a Higher Purpose Courage comes easily when we fight for something we really believe in. Leaders who have a strong emotional commitment to a larger vision or purpose find the courage to step through fear. Activist and author Noorjahan Akbar, who currently runs Free Women Writers, a collective of activists and writers in Afghanistan, says many people fighting for women's rights in Afghanistan have been injured or killed, but it only strengthened their resolve to push for change. Akbar and others don't risk their lives just for the thrill of it. They do it for a cause they deeply believe in. 0 General Stanley McChrystal, who retired from the US. Army as a four-star general after more than 34 years of service, explains how a higher purpose of serving followers can be a source of courage. McChrystal says his greatest fear has always been failing the organization and his followers. \"It's not fear of getting shot at, or worrying that you're going to crash the airplane, or something like that,\" he says. Leading people means that you have a huge commitment to 6-5b. How Does Courage Apply to Moral Leadership? TT 1:] Accessibility Bookmark N EXT PAG E Discussion Questions eTextnook: Leadership Experience Chapter 13. Setting the Stage for Followership 131. The Leader's Higher Duty to Followers 13-2. The Art of Followership 1373. What Vour Leader Wants from Vou 13-4. Styles of Followership 13-5. Strategies for Managing Up 1376. The Power and Courage to Manage Up 13-7. What Followers Want from Leaders Discussion Questions Leadership Skill- Building Exercises Jump to Page 434 - I) a u Dashboard PREVIOUS PAGE ebooks.cenreader.com C @ Ebooks - Cengage eReader _ eTextbook: Leadership Experience B O\\ I Quick Tour Print Search Annotations 13-1. The Leader's Higher Duty to Followers Many leaders in business, government, and nonprofit organizations want to contribute to a better society and a better world. Researchers at the consulting firm McKinsey & Company argue that the place where leaders can contribute broader social value, paradoxically, lies inside the organization in the form of job satisfaction for followers. Today's best leaders recognize that employees who are happy and feel a sense of wellbeing are better for both the organization and the community than those who are stressed out and filled with anxiety. Countless studies show a link between employee satisfaction, customer loyalty, and organizational protability, and employee satisfaction has been shown to contribute directly to shareholder value. Relationships with superiors are the top factor inuencing job satisfaction, which in turn is the second most important factor determining an employee's overall wellbeing (mental health being the top factor). In a survey, 74 percent of people who described relationships between leaders and employees as very good in their workplace reported being very satised with their jobs, compared to only 15 percent of those who described leaderemployee relationships as quite bad or very bad. The McKinsey researchers suggest that the most important question a leader should ask is: \"How do I make my [followers'] lives easierphysically, cognitively, and emotionally?\" Many leaders focus on What followers can do for them, but a more critical issue is what leaders can do for followers. Leaders should remember that, as Harvard's Iohn F. Kennedy School of Chapter 13. Setting the Stage for Followership TT 1:] Accessibility Bookmark NEXT PAGE 13-2. The Art of Foilowership eTextnook: Leadership Experience Chapter 13. Setting the Stage for Followership 1371. The Leader's Higher Duty to Followers 13-2. The Art of Followership 1373. What Your Leader Wants from Vou 13-4. Styles of Followership 13-5. Strategies for Managing Up 1376. The Power and Courage to Manage Up 13-7. What Followers Want from Leaders Discussion Questions Leadership Skillr Building Exercises Jump to Page 435 - I) a u Dashboard PREVIOUS PAGE 13-1. The Leader's Higher Duty to Followers ebooks.cenreader.com C @ Ebooks - Cengage eReader _ eTextbook: Leadership Experience B O\\ I Quick Tour Print Search Annotations 13-2. The Art of Followership Everyoneleaders includedis a follower at some times or in some situations. Considering leadership the sole basis for the success of the organization is a awed assumption, and it limits the opportunity for people throughout the organization to accept responsibility and make active, valuable contributions. For any group or organization to succeed, there must be people who willingly and effectively follow just as there must be those who willingly and effectively lead. A follower can be dened as an individual who voluntarily accepts a leader's goals and inuence and actively participates in pursuing goals. The word voluntary is key because to freely accept the inuence of someone means trusting that person. Whether in a medical ofce, an automobile factory, a religious organization, or an Internet team, people voluntarily follow someone only if they trust that the leader is acting for the good of those they are leading. Consultant Adam Kahane's experience facilitating a health policy project with a team of First Nations leaders from the province of Manitoba, Canada, illustrates the importance of trusting the leader. As Kahane was making his presentation, George Muswaggon, a leader of Cross Lake First Nation, spoke up and said, \"I don't trust you.\" Kahane realized that he had been so confident in his expertise that he failed to build the trust that is a necessary foundation for a leaderifollower relationship. He shifted his approach, becoming less directive and more collaborative. He focused on supporting his First Nations facilitator colleagues and began T'r Accessibility Bookmark N EXT PAG E 13-2a. Learn to Manage Up as Well as Down eTextnook: Leadership Experience Chapter 13. Setting the Stage for Followership 452 1371. The Leader's Higher Duty to Followers 13-2. The Art of Followership 132a. Learn to Manage Up as Well as Down 13-2b. Managing Up Presents Unique Challenges 13-3. What Your Leader Wants from You 488 13-4. Styles of Followership 1375. Strategies for Managing Up 13-6. The Power and Courage to Manage Up 502 I) u Dashboard eTextbook: Leadership Experience ebooks.cenreader.com C @ Ebooks - Cengage eReader Eli Q I T'r QuickTour Print Search Annotations Accessibility 13-2a. Learn to Manage Up as Well as Down Managing up is a skill that helps people consciously and deliberately develop a highly effective relationship with their direct superior to obtain the best possible outcome for themselves, their boss, their colleagues, and the organization. Being a leader is more about inuence than about position and formal authority, so it is crucial that leaders learn to appreciate and adapt to working effectively with people who may have different perspectives, personalities, and work styles, and that includes their bosses. Leaders who get trapped in their own viewpoints, needs, and wants cannot exert the same inuence as those who consider the perspectives, needs, and goals of their superiors as well as their direct reports. People who effectively manage both up and down the hierarchy are more successful. Leaders at higher organizational levels depend on their direct reports for information, support, and assistance in accomplishing the organization's goals, so your boss needs you to manage up. In addition, your followers depend on you to help them get the information, resources, support, and recognition they need and deserve from higher levels. People like working for leaders who have inuence with their superiors because it enhances their own status in the organization and helps them get what they need to do their jobs well. You can't be a really good leader unless you manage the boss as skillfully as you manage employees. Bookmark Jump to Page - NEXT PAGE 13-2b. Managing Up Presents Unique Challenges PREVIOUS PAGE 13-2. The Art of Followership > ebooks.cenreader.com C + Dashboard C Ebooks - Cengage eReader ? O TT . . . The Leadership eTextbook: E ebooks.cenreader.com C + Dashboard C Ebooks - Cengage eReader ? O TT . . . The Leadership eTextbook: E 13-7. What Followers 506 Jump to Page 490 Go PREVIOUS PAGE NEXT PAGE 13-3. What Your Leader Wants from You 13-4a. The Five Follower StyleseTexthook: Leadership Experience Chapter 13. Setting the Stage for Followership 1371. The Leader's Higher Duty to Followers 13-2. The Art of Followership 1372a. Learn to Manage Up as Well as Down 13-2b. Managing Up Presents Unique Challenges 1373. What Your Leader Wants from Vou 488 13-4. Styles of Followership 13-4a. The Five Follower Styles 1374b. Leader Style Inuences Follower Style Jump to Page 491 - I) a u Dashboard PREVIOUS PAGE 13-4. Styles of Followership eTextbook: Leadership Experience ebooks.cenreader.com C Ebooks - Cengage eReader Eli Q I T'r QuickTour Print Search Annotations Accessibility 13-4a. The Five Follower Styles The extent to which one is active or passive and is a critical, independent thinker or a dependent, uncritical thinker determines whether they are an alienated follower, a passive follower, a conformist, a pragmatic survivor, or an effective follower, as shown in Exhibit 13.2. The alienated follower is an independent, critical thinker but is passive in the organization. Thus, they are capable, but they focus exclusively on the shortcomings of the organization and other people. Often cynical, alienated followers are able to think independently, but they do not participate in developing solutions to the problems or deficiencies they see. For example, Barry Paris spent more than 10 years writing on and off for the Pittsburgh Post-Gazette, where he was known for his bad attitude and lack of enthusiasm and teamwork. Eventually Paris realized that be wasted that time ruminating over What he perceived as the hypocrisy of journalistic objectivity. \"I could never resign myself to it,\" says Paris. Thus, rather than doing his best and trying to help others maintain standards of integrity and objectivity, he allowed hostility and cynicism to permeate his work. Put It Into Practice 13.2. Think about a time in your life when you felt alienated from a person in an authority \"Mash"...td.' mm\" "m. 'AYwin Ann\" H". mm,\" Ac.-. n':nv'n:r\ Bookmark N EXT PAG E 13-4b. Leader Style Influences Follower Style > ebooks.cenreader.com C + Dashboard C Ebooks - Cengage eReader ? O TT The Leadership eTextbook: E ebooks.cenreader.com C + Dashboard C Ebooks - Cengage eReader ? O TT . . . The Leadership eTextbook: E ebooks.cenreader.com C + Dashboard C Ebooks - Cengage eReader ? O TT . . . The Leadership eTextbook: E ebooks.cenreader.com C + Dashboard C Ebooks - Cengage eReader ? O eTextbook: Leadership Experience TT eTextbook: E ebooks.cenreader.com C + Dashboard C Ebooks - Cengage eReader ? O TT The Leadership eTextbook: E ebooks.cenreader.com C + Dashboard C Ebooks - Cengage eReader ? O TT E ebooks.cenreader.com C + Dashboard C Ebooks - Cengage eReader ? O TT . . . The Leadership eTextbook: E ebooks.cenreader.com C + Dashboard C Ebooks - Cengage eReader ? O TT . . . The Leadership eTextbook: E ebooks.cenreader.com C + Dashboard C Ebooks - Cengage eReader ? O TT . . . The Leadership eTextbook: E