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Irwin/McGraw-Hill The McGraw-Hill Companies, Inc. © 1999
Slide 7-1
Chapter 7
Ethics, Values, and Attitudes
Irwin/McGraw-Hill The McGraw-Hill Companies, Inc. © 1999
Slide 7-2
Chapter Goals
The goal of this chapter is to explore how leadership leads to ethical dilemmas where our ethics, values, and attitudes are directly involved.
Irwin/McGraw-Hill The McGraw-Hill Companies, Inc. © 1999
Slide 7-3
Ethics
Ethics are principles of right conduct or a system of moral values.
Irwin/McGraw-Hill The McGraw-Hill Companies, Inc. © 1999
Slide 7-4
Values
Values are “constructs representing generalized behaviors or states of affairs that are considered by the individual to be important.” (Gordon, 1975, p.2)
Irwin/McGraw-Hill The McGraw-Hill Companies, Inc. © 1999
Slide 7-5
Developmental Stages
Kohlberg theorized that people progress through a series of developmental stages in their moral reasoning:
The Preconventional Stage
The Conventional Stage
The Postconventional Stage
Irwin/McGraw-Hill The McGraw-Hill Companies, Inc. © 1999
Slide 7-6
Developmental Levels and Stages of Moral Reasoning -
Preconventional level
Irwin/McGraw-Hill The McGraw-Hill Companies, Inc. © 1999
Slide 7-7
Developmental Levels and Stages of Moral Reasoning -
Conventional level
Cont.
Description ofStages
Examples of moralreasoning in supportof stealing the drug
Examples of moralreasoning against stealingthe drug
Stage 3: “good”behavior which isapproved by others;“bad” behavior whichis disapproved byothers
“If you don’t steal thedrug you’ll never be ableto look anyone in the faceagain.”
“Everyone wouldknow you are a thief.”
Stage4: “good”behavior conforms tostandards set by socialinstitutions;transgressions lead tofeelings of guilt ordishonor
“If you have any sense ofhonor, you’d do your dutyas a husband and steal thedrug.”
“If you stole the drug,however desperate youfelt, you’d never beable to look at yourselfin the mirror again.”
Irwin/McGraw-Hill The McGraw-Hill Companies, Inc. © 1999
Slide 7-8
Developmental Levels and Stages of Moral Reasoning -
Postconventional level
Cont. Description of Stages Examples of moralreasoning in supportof stealing the drug
Examples of moralreasoning against stealingthe drug
Stage 5: “good” behaviorconforms to communitystandards set throughdemocratic participation;concern with maintainingself-respect and respect ofequals
“If you don’t steal thedrug you’d lose your ownrespect and everyoneelse’s too.”
“We’ve all agreed to live bycommon rules, and any form ofstealing breaks that bond.”
stage 6: “good behavior isa matter of individualconscience based onresponsibly chosencommitments to ethicalprincipals
“If you didn’t steal it, youmight have satisfied theletter of the law, but youwouldn’t have satisifiedthe standards of yourconscience.”
“Maybe others would haveapproved of your behavior, butstealing the drug would still haveviolated you own conscience andstandards of honesty.”
Irwin/McGraw-Hill The McGraw-Hill Companies, Inc. © 1999
Slide 7-9
Values can affect leaders in six different
ways:
values affect leaders’ perceptions of situations and the problems at hand.
values affect the solutions generated and the decisions that are reached.
values influence how leaders perceive different individuals and groups.
Irwin/McGraw-Hill The McGraw-Hill Companies, Inc. © 1999
Slide 7-10
Values can affect leaders in six different
ways:
values influence leaders’ perceptions of individual and organizational successes as well as the manner in which these successes are to be achieved.
values provide a basis for leaders to differentiate between right and wrong, and between ethical and unethical behavior.
values may affect the extent to which leaders accept or reject organizational pressures and goals.
Cont.
Irwin/McGraw-Hill The McGraw-Hill Companies, Inc. © 1999
Slide 7-11
Attitudes
Attitudes have three components:
the ideational component concerns what the attitude is about.
the affective component concerns the feelings one has about those ideas.
the behavioral component concerns how people act in certain ways.
Irwin/McGraw-Hill The McGraw-Hill Companies, Inc. © 1999
Slide 7-12
Seven Fundamental Dilemmas that People of all
Cultures Face
Source of Identity: Individual-Collective
Goals and Means of Achievement: Tough-Tender
Orientation to Authority: Equal-Unequal
Response to Ambiguity: Dynamic-Stable
Irwin/McGraw-Hill The McGraw-Hill Companies, Inc. © 1999
Slide 7-13
Seven Fundamental Dilemmas that People of all
Cultures Face
Means of Knowledge Acquisition: Active-Reflective
Perspective on Time: Scarce-Plentiful
Outlook on Life: Doing-Being
Cont.
