Electronic Portfolio for Kevin Jones

Ethical Philosophy of Leadership

Kevin Jones

Indiana Wesleyan University

Dr. Tim Beuthin

DOL 840 Ethics and Leadership

June 12, 2008

Revised November 1, 2008

Ethical Philosophy of Leadership

Personal Leadership

Introduction

Kouzes and Posner (2003) have done considerable research on the topic of trust in leadership. In their research they have found that consistently people desire leaders who exhibit honesty more than any other characteristic. "They want to know that the would-be leader is worthy of their trust" (p. 14). Based on this research one can make the argument that in order to truly be a servant leader one must develop a code of ethics. Once this code has been established one must then live it out both in public and in private.

Johnson (2007) notes that "ethical theories are critical to organizational transformation" (p. 3). Since organizations are made up of individuals then it stands to reason that ethical theories are critical to individual transformation. An examination of some of these theories is helpful when reflecting on my own personal ethical stance and conduct.

Utilitarianism

Batson and Neff (2007) point out that "a basic principle of utilitarianism is that the end result is important, not the motivation or the means by which the end is achieved" (p. 14). One is to take into consideration all of the stakeholders that might be affected by a decision that is going to be made to take into account harm versus benefit. Johnson (2007) states that "Utilitarianism is based on the premise that our ethical choices, like other types of decisions, should be based on their consequences" (p. 4).

As Ciulla (2005) points out, one of the key problems with utilitarianism is that "most people cannot or do not know what the greatest good is for the greatest number of people" (p. 328). Batson and Neff (2007) also identify this lack of knowledge as a major weakness in utilitarianism.

Kant's categorical imperative

According to Johnson (2007) Kant's "approach to moral reasoning falls under the category of deontological ethics. Deontological ethicists argue that we ought to make choices based on our duty to follow universal truths" (p. 8). This ethical theory falls more in line with the principle of absolute truth. The question then becomes where to find these universal principles. Is it intuitive or through reason? My biblical worldview leads me to the conclusion that it is in God's Word that we find these universal principles.

Rawl's justice as fairness

Johnson (2007) points out that "Rawl believed that individuals have rights that should never be violated no matter what the outcome" (p. 11). Rawl postulates that there are two primary principles of fairness and justice. The first is that everyone has the same basic rights regardless of their state of being. The second is that social and economic decisions should most benefit the disadvantaged.

With these theories being stated I will endeavor to lay out what will be from this point forward my personal ethical philosophy of leadership.

Key Ethical Principles

My personal ethics credo and principles spring from my biblical worldview or at least that is the goal. This is an ongoing process for me as I continue to grow and mature in my relationship with Christ.

Rost (1993) states that "Personal responsibility for making ethical judgments is essential to any ethical framework of leadership content" (p. 173). Personal responsibility is a key component to ethical behavior. If I am to demonstrate leadership with character I must first demonstrate the acceptance of personal responsibility.

Willard (2002) makes the statement that "We live from our heart. The part of us that drives and organizes our life is not the physical." (p. 13). That being the case, if I attempt to create a code of personal ethics that does not spring from who I am as a person I perhaps will be more likely to fail. My life will be a mirror of who I am at the heart. My heart will be revealed at some point during a time of crisis or in an unguarded moment. Therefore, I must continually reflect on who I am if my life is one that demonstrates ethical behavior.

Ciulla (1998) notes that "ethics lies at the heart of leadership studies" (p. 18). She goes on to point out that there is a great need for further research on the relationship between ethics and leadership.

Blanchard and Hodges (2005) identify four domains to leading like Jesus. The first is the heart which is the motivation. Why do I want to be a leader? Is it simply to gain power or is it to serve? If it is the former my ethical conduct is likely to be less than stellar. The second domain is the head which involves reflecting on my beliefs and theories about leadership. I must come to an understanding of what I believe and how to apply it in order to effectively lead.

The third domain is the hands which are my actions. If my motivation is to serve and my core beliefs regarding leadership are aligned with my motivation then my actions will reflect the first two domains. My actions will include serving others and improving their performance. The fourth domain is habits which are how I reflect and renew my commitment to serve others on a daily basis. "Through a life pattern of solitude and prayer, knowledge of the will of God expressed in His Holy Word, and the community He shared with a small group of intimate companions, Jesus was constantly refreshed and renewed" (Blanchard & Hodges, 2005, p. 33). Oh, how I wish I could say that these are my habits as well! Part of my commitment to being ethical must include becoming more intentional about developing these habits. As I read these words about Jesus I realize how short I come to being the type of leader that Jesus modeled for me.

Personal credo

I will conduct myself in such a way that demonstrates a commitment to ethical behavior. I will first of all work on continuing to insure that my personal ethical viewpoint is in alignment with Scripture. I will make my relationship with Jesus Christ primary in my life.

I will deal with my family in an ethical manner which includes making them second in my list of priorities immediately behind my relationship with Christ. I will never by my actions place them in a position of embarrassment. In both my personal and professional lives I will keep at the forefront of my decision making process the question: Would this cause shame to my family?

I will go above and beyond what is expected of me by whatever organization I may be a member of as a professional. I will follow whatever written or unwritten code of ethics as perpetuated by the organizational culture so long as it does not require me to violate any principles upon which I live my life. These principles include the basic tenants of honesty, refusal to deliberately harm other individuals, or immoral acts.

I will endeavor to treat those whom I lead with fairly and justly. I will treat those with whom I work as equals and not as subordinates who are inferior. I will listen carefully and hear what they have to say to me.

Personal Code of Conduct

I have adopted the following as my personal code of conduct. I have framed it and placed it both in my office and in my home for all to see and to help hold me publicly accountable. My ethical behavior should be the same at home or at work therefore I have developed a code that encompasses both.

1. I will treat others in a way that gives evidence that I hold them as having high value to me.

2. My word is my bond. If I cannot deliver than I will not promise.

3. I will conduct myself with ladies in a way that is above reproach. I will not allow myself to be put in a situation that may be seen as compromising.

4. I will speak the truth even when it may cause me pain.

5. I will admit to mistakes and failure and work to see that they are not repeated.

I do not seeing this list as being an end all to ethical behavior but as a pubic declaration which those around me are free to hold me. I have asked my family, friends, and co-workers to let me know if they believe I have deviated from this code.

Accountability strategies and structures

Gardner (2007) lists three types of accountability partners and advisors that a leader needs to have in place. First, there needs to be those from within the organization. Second, there needs to be those outside of the organization. Finally, there needs to be a completely independent group. In most organizations this final group should be the board of directors.

In my personal life I have my immediate family who hold me accountable for my ethical behavior. These would be those "inside" the organization. My wife's extended family does a great job of holding one another accountable in a very loving way that causes one to want to do what is right and they function as my "outside" group. My pastors and my mentor, Larry Lindsay, are empowered to serve as my "board".

In my organization I currently hold two distinct positions. The first position is that of oversight of the bachelors business and management online programs through the Center for Distributed Learning (CDL) at Indiana Wesleyan University (IWU). The second is oversight of the Alliance for International Christian Business Education (AICBE).

The position in CDL is for primarily students in the United States (U.S.) who are seeking a degree from IWU. In this program my inside advisors include the rest of the CDL team. CDL is a very unique organization that has created an atmosphere of safety. Any member of CDL feels free to challenge assumptions from any other member of CDL. CDL also practices what Johnson and Phillips (2003) refer to as the "Law of Disagree and Commit" (p. 139). Everyone within CDL has the opportunity to openly express their views but once a decision has been made all members are expected to commit to that decision. From an accountability standpoint this is a great tool.

Outside advisors include people that I am in regular contact with at other universities that provide online education. We share experiences with one another and challenge one another to get below the surface in our interactions with our students. This is a necessary component if I am to follow the first point of my personal code.

The university has a board of directors to whom I do not directly report but those in authority over me do report to the board. I am not totally convinced that they are a completely independent board but since I cannot fully verify one way or another I will let that subject rest.

AICBE is a consortium of universities that offers business courses from a biblical perspective to students working on earning their degree at international universities. These schools have asked us to provide courses due to difficulty in identifying local faculty with the necessary credentials and/or experience to teach the courses.

I have a group of advisors from inside the organization made up of members from each of the seven schools. I have not found any member to be hesitant to express themselves and I find their feedback to be invaluable. From outside the organization I have the same group of advisors I use for CDL. Finally, we do have an ad hoc board of directors to whom I report formally on at least an annual basis although we have more frequent contact on an informal basis.

Organizational Leadership

Covey (1991) notes that there are eight characteristics of principle-centered leaders: Continually learning, service-oriented, radiate positive energy, believe in other people, lead balanced lives, see life as an adventure, synergistic, and exercise for self-renewal.

Covey (1991) also points out that "Every organization-and individual struggles to gain and maintain alignment with core values, ethics, and principles" (p. 48). Organizations without a clear sense of who they are or where they want to go will struggle with establishing and maintaining an ethical code. They made have a written code but without consistent reflection and reinforcement of the code it is not likely to have much benefit within the organization.

The leader plays a key role in establishing "their own vision, values, and standards to establish the boundaries of conduct…leaders at all levels need to work together to establish an environment that is open to the character development of leaders" (Klann, 2007, p. 114). If this is indeed true then a leader must have first developed a personal code of conduct which is demonstrated to followers in practice. To develop an organizational code of conduct while acting in a way that is contrary to what is published is to provide negative influence to followers.

Drucker (2001) states that "no professional…can promise that he will indeed do good for his client. All he can do is try. But he can promise that he will not knowingly do harm" (p. 65). It may well be impossible to avoid having done harm due to not being able to see all of the consequences of a chosen course of action even upon careful reflection. It is however, very possible to make decisions based on a code of ethics that include not knowingly causing harm.

Johnson (2007) states that codes of ethics are among the most popular tools for establishing ethical behavior within organizations. He goes on to list the six areas addressed by a code of ethics:

1. "Conflicts of interest" (p. 235)

2. "Records, funds and assets" (p. 235)

3. "Information" (p. 235)

4. "Outside relationships" (p. 235)

5. "Employment practices" (p. 236)

6. "Other practices" (p. 236)

Blanchard and Hodges (2005) write "Whether a leader can function well in the organizational leadership arena depends on the outcome of perspective, trust, and community attained at the first three levels in his or her transformational leadership journey" (p. 29). The first three levels are personal leadership, one-on-one leadership, and team leadership. As a leader demonstrates effectiveness and gains the trust of those around him/her in these three areas then trust begins to develop at the organizational level as well. This is where the influence involved in leadership becomes manifest in the ethical conduct of the organization.

Blanchard and Hodges (2005) also point out that an organizational leader frequently operates where there may be frequent change. In organizations where frequent change is typical a code of conduct and the consistent practice and reinforcement of the code is even more important.

Key Ethical Issues Faced Within the Five Domains

Personal authenticity

I value first of all an increasingly close personal relationship with Jesus Christ. It is the highest priority in my life. As I become more like him so will my leadership be more reflective of His leadership. As a part of this I must continually strive to maintain a biblical worldview based on biblical principles and practices.

My second core value is my commitment to my wife and family. I aspire to lead them in such a way that they see Christ in me as a result of seeing that I put their needs above my own. If I were able to lead others but not my family I would be a great failure as a leader.

A third core value for me would be advancement Christian Higher education or lifelong learning both for students in the United States as well as for international students. As I watch the lives of students being transformed through being introduced to Jesus Christ and as I watch them grow as they learning I marvel at the potential number of world changers I have the possibility to influence. God has led me to this unique position and empowered me to lead at Indiana Wesleyan University.

A fourth core value for me is to lead in such a way that those who follow know that they have great value to me as individuals. They are not simply a means to moving towards a vision but are viewed as having value to me personally as well as to the organization.

Organizational learning

Gavin (1993) defines a learning organization as "an organization skilled at creating, acquiring, and transferring knowledge, and at modifying its behavior to reflect new knowledge and insights" (p. 80). In other words, while ideas cause learning it is the change in thinking and processes that characterizes an organization that is truly a learning organization. If there are new ideas but no implementation than learning has not occurred within the organization.

O'Toole (1996) notes that organizational learning with the leader beginning to influence those nearest to him/her and then those followers beginning to influence people around them until change has infused the entire organization. He states "the leader's vision becomes their vision because it is built on the foundation of their needs and aspirations" (p. 10). This is perhaps more so in ethics than in any other area within an organization.

Within the heart of every person rages a conflict in which a person wants to do what is right but may not understand what is right. Most of us recognize when the right thing, ethically speaking, has been done but we do not always know the path taken in order to make the right choice. As a leader, I must through action and reinforcement make clear the ethical expectations of my organization.

Organizational theory and research

Greenberg and Baron (2003) define organizational behavior as "the multidisciplinary field that seeks knowledge of behavior in organizational settings by systematically studying individual, group, and organizational processes" (p. 4). In other words, it is an attempt to understand what causes people to behave the way that they do within the context of an organization. Another term used for this process is attribution or "the way people come to judge the underlying causes of others' behavior" (p. 39).

Leadership in an organization involves influence with a purpose (Greenberg & Baron, 2003). As a result, leadership is in reality two-way communication. The leaders of an organization must strive to understand what motivates the followers to respond in the way that they do in order to begin to empower them to follow the vision and to reach worthwhile goals.

When I as a leader fully understand the culture of an organization I can begin to implement a code of ethics that leads to appropriate conduct. To try to implement a code of ethics without this understanding of the culture of an organization is likely going to lead to a failure to change conduct.

Change and innovation

De Caluwe and Vermaak (2003) state that "people change their behavior first and foremost because they want to" (p. 6) which would seem to indicate that a leader must be able to cast a vision that inspires members of an organization to follow in order to create organizational change. The vision must gain full buy-in in order for the vision to become intrinsic leading to the followers having a desire to change.

According to De Caluwe and Vermaak (2003) poorly defined goals often cause a resistance to change. When there is ambiguity in an organization's mission it may also cause resistance to change. There certainly appears to be a correlation between clarity of vision, mission, and goals and a willingness to change. In reality, why would one want to be involved in change when there is not clearly defined purpose for that change?

Members of an organization are willing to make almost any change as long as they see that the change will empower them to better fulfill the mission of the organization. Typically, it is only when members of the organization cannot see what the benefits will be that they are reluctant to change. This falls in line with Millard's change concern cycle (2007, Power Point presentation) which notes that most of the time spent in presenting potential change needs to be in the curiosity, consequences, processes and repercussions stages in order to effectively lead change.

Another great challenge that exists is in determining whether an organization operates in the sphere of an external or internal locus of control (Millard, 2007, Power Point presentation). Change within an organization is to a large extent within the control of the members of the organization.

This again points to the need to fully understand the culture of an organization before implementing change. Change that is widely disregarded will not take root. In changing the culture of an organization to one of ethical behavior one must find a way to make the change appealing to the members of the organization.

Global and multicultural perspectives

One must first understand the concept of worldview before they can truly begin to understand culture. Worldview is that underlying factor that drives culture. Sire (2004) defines worldview as "a commitment, a fundamental orientation of the heart, that can be expressed as a story or in a set of presuppositions (assumptions which may be true, partially true, or entirely false) which we hold (consciously or subconsciously, consistently or inconsistently) about the basic constitution of reality, and that provides the foundation on which we live and move and have our being" (p. 17). A lack of a basic understanding of worldview will likely lead to a lack of real understanding of the culture of the members of the organization.

Crane and Hamel (2003) note that Bill Pollard, former Chief Executive Officer (CEO) of ServiceMaster Corporation, did not view his position as a platform from which he coerced followers to become Christians but instead as one from which he could live his faith. The focus was on creating an atmosphere in which the spiritual needs of followers were addressed whether they were Christian or not.

Conclusion

My focus is on first becoming a man of God whose life reflects the ethical behavior modeled by Christ. I must be sure that I am committed to ethical behavior as that will be my anchor in times of temptation. Should I fail to accomplish this goal of intrinsic ethical behavior than my leadership will be shallow at best and immoral at worst to those who follow me.

In some respects the reflections caused by this paper have led me to the realization that I must have a written code of ethics to which I empower others to hold me accountable. This feels like the beginning of a new journey and one which I suspect will not be an easy one to tread.

References

Batson, T., & Neff, B. J. (2007). Business Ethics: Sunday ethics-Monday world. Marion, IN: Triangle Publishing.

Blanchard, K., & Hodges, P. (2005). Lead like Jesus: Lessons from the greatest leadership role model of all time. Nashville, TN: W Publishing Group.

Ciulla, J. B. (Ed.). (1998). Ethics: the heart of leadership. Westport, CT: Praeger Publishing.

Ciulla, J. B. (2005). The state of leadership ethics and the work that lies before us [Electronic version]. Business Ethics: A European Review, 14(4), 232-335.

Covey, S. R. (1991). Principle-centered leadership. New York: Simon & Schuster.

Crane, C. A., & Hamel, M. (2003). Executive influence: Impacting your workplace for Christ. Colorado Springs: NAVPRESS.

De Caluwe, L., & Vermaak, H. (2003). Learning to change: A guide for organization change agents. Thousand Oaks, CA: Sage Publications, Inc.

Drucker, P. F. (2001). The essential Drucker. New York: HarperCollins.

Garvin, D. A. (1993, July-August). Building a learning organization. Harvard Business Review, , 78-91.

Greenberg, J., & Baron, R. A. (2003). Behavior in organizations (8th ed.). Upper Saddle River, NJ: Pearson Prentice-Hall.

Johnson, C. E. (2007). Ethics in the workplace: Tools and tactics for organizational transformation. Thousand Oaks, CA: Sage Publications, Inc.

Johnson, L., & Phillips, B. (2003). Absolute honesty: Building a corporate culture that values straight talk and rewards integrity. New York: American Management Association.

Klann, G. (2007). Building character: Strengthening the heart of good leadership. San Francisco: Jossey-Bass.

Kouzes, J. M., & Posner, B. Z. (2003). Credibility: How leaders gain and lose it, why people demand it. San Francisco: Jossey-Bass.

O'Toole, J. (1996). Leading change: the argument for values-based leadership. New York: Jossey-Bass.

Rost, J. C. (1993). Leadership for the twenty-first century. Westport, CT: Praeger Publishers.

Sire, J. W. (2004). The universe next door: A basic worldview catalog (4th ed.). Downers Grove, IL: InterVarsity Press.

Willard, D. (2002). Renovation of the heart: Putting on the character of Christ. Colorado Springs: NAVPRESS.

The ethical mind [Electronic version] (2007). Harvard Business Review, 85(3), 51-56.