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Whether in banking, the press, the police, the NHS or government, issues of ethical leadership are high on the public and corporate agenda. Ethical leadership, the ethics of leaders and their organisations, has rarely been more in the public eye than now. And yet there’s a lack of clarity in the debate around what exactly is meant by ‘ethical’, and who decides. How an organisation behaves towards its customers, suppliers and workforce is driven by its ethics, whether they are explicit or implicit. And the reputational risk for organisations can’t be over stated.
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HR and OD’s influence on ethical leadership
HR AND BUSINESS ETHICS
Steve Hearsum and Alex Swarbrick1 May 2014
Educational trust established in 1946 to ‘enable individuals to achieve their best both at work and in their wider lives’
Roffey Park today
Developing people who develop organisations
This taster
Ethical landscape
Ethical leadership
Challenges and
opportunities for OD,
L&D and HR
Top 5 questions
Discussion
Ethical landscape
What do we mean by that?
Why does it matter?
Ethical dynamics at work
External
Internal Individual
Ethical landscape
What do we mean by that?
“moral principles that govern a person’s
behaviour”
“principles of right and wrong
behaviour” …“concerned with, based
on, or adhering to the code of behaviour
that is considered right or acceptable in
a particular society rather than legal
rights or duties”
Why does it matter?
Management Agenda research
Annual survey of managers;
in its 17th year
Barometer of manager views
This year, over 1,800
managers surveyed
Some findings about ethical
conduct
Key Themes
Two stories
Ethical dynamics at work
External – imposed measures and targets
Internal – constrained
resources; budget, staff,
time
Individual – leadership
choices with ethical
implications
Key Themes
Two stories
Talent on the move
Change
Leadership development
Other ethical themes
Misconduct is widespread
Much goes unreported
People don't trust that leaders
will act
Rather than report, they are
more likely to walk
Rather than report, they are more likely
to walk
Ethical dilemmas
Truth v loyalty
Shareholders v customers
v employees v regulators
v suppliers v society?...
Short term v long term
Individual v organisation
Fairness, trust and engagement
Ethical leadership
What it is
Why it matters
The challenge for OD, L&D & HR
The challenge for OD, L&D & HR
It has to come from the top
The ‘hard ‘ stuff and the ‘soft’
stuff
Top 5 Questions
1. How far reaching are the terms by which your
organisation defines its purpose?
2. What are the main ethical challenges facing
your organisation currently?
3. How clear are you about (HR / OD / L&D)
scope and sphere of influence on this?
4. What’s your success currently?
5. What is your most significant next available
step?
Questions
STEVE HEARSUMDevelopment Consultant
Steve.hearsum@roffeypark.com
T : +44 (0)1293 854008
M: +44 (0)7917130409
www.roffeypark.com
ALEX SWARBRICKSenior Consultant
alex.swarbrick@roffeypark.com
T : +44 (0)1293 854035
M: +44 (0)7801 616115
Contact us
http://www.linkedin.com/pub/alex-swarbrick/5/ab2/501
http://www.linkedin.com/company/roffey-park-institute
http://uk.linkedin.com/in/stevehearsum
http://www.linkedin.com/company/roffey-park-institute
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