{"id":441,"date":"2018-06-16T03:23:11","date_gmt":"2018-06-16T03:23:11","guid":{"rendered":"https:\/\/create.twu.ca\/twuwafasiyam\/?p=441"},"modified":"2018-06-17T01:48:14","modified_gmt":"2018-06-17T01:48:14","slug":"ldrs-500-unit-7-la-1","status":"publish","type":"post","link":"https:\/\/create.twu.ca\/twuwafasiyam\/ldrs-500-unit-7-la-1\/","title":{"rendered":"LDRS 500-Unit 7-LA 1"},"content":{"rendered":"<h2><strong>Unit 7-LA 1<\/strong><\/h2>\n<p>&nbsp;<\/p>\n<blockquote class=\"wp-embedded-content\" data-secret=\"mHQXd5B927\"><p><a href=\"https:\/\/create.twu.ca\/ldrs500\/unit-7-2\/unit-7-learning-activities\/\">Unit 7 Learning Activities<\/a><\/p><\/blockquote>\n<p><iframe loading=\"lazy\" class=\"wp-embedded-content\" sandbox=\"allow-scripts\" security=\"restricted\" style=\"position: absolute; visibility: hidden;\" title=\"&#8220;Unit 7 Learning Activities&#8221; &#8212; Leadership 500\" src=\"https:\/\/create.twu.ca\/ldrs500\/unit-7-2\/unit-7-learning-activities\/embed\/#?secret=WKTijZ68zd#?secret=mHQXd5B927\" data-secret=\"mHQXd5B927\" width=\"525\" height=\"296\" frameborder=\"0\" marginwidth=\"0\" marginheight=\"0\" scrolling=\"no\"><\/iframe><\/p>\n<p>Regarding leadership, ethics is about what leaders do and who leaders are. Ethics is &#8220;concerned with the virtuousness of Individuals and their motives and provides a system of rules or principles that guide leaders in making a decision about what is right and wrong and good or bad&#8221;(Northouse, 2016, p.424). Leaders, when making a decision, choices they made are informed by their ethics. Van Buren (20.13) defines ethics as \u201cprinciples, values, and beliefs that define what is right and what is wrong behavior.\u201d She posited that \u201cleaders set up the moral tone for the organization,\u00a0and that staff responds to moral clues from their leaders.\u201d It appears that leaders who are taking actions on ethical issues they face challenges that enable them to set the tone for the behavior of the rest of the organization. In addition to, \u201cleaders can create an ethical culture by \u2013 being a role model, communicating ethical standards, promoting the effective financial management, providing ethical training, institutional ethical culture, provide protective mechanisms to employees who bring forth their concerns about ethics violations\u201d (Van Buren, 2013). Northouse (2016) postulated that \u201cethics is central to leadership because of the nature of the process of influence, the need to engage followers in accomplishing mutual goals, and the impact leaders have on the organization\u2019s values (p.428). The principles of ethical leadership as explained by Northouse (2016), are \u201crespects others, service others, shows justice, manifest honesty, and builds community\u201d (p.431).<\/p>\n<p>Bill George (2003), succinctly states: we need leaders who lead with purpose, values, and integrity; leaders who build enduring organizations, motivate their employees to provide superior customer service and create long-term value for shareholders (p. 9; as cited in Avolio &amp; Gardener, 2005, p.316). The four core elements of authenticity as identified by Kernis (2003) are self-awareness, unbiased processing, relational authenticity, and authentic behavior\/action( as cited in Avolio &amp; Gardener,2005, p.317). Shamir and Eilam (2005) They posit the following four characteristics of authentic leaders: (1), authentic leaders are true to themselves (rather than conforming to the expectations of others); (2) authentic leaders motivated by personal convictions (rather than to attain status, honors, or other personal benefits); (3) authentic leaders are originals; that is, they lead from their own personal point of view; and (4) the actions of authentic leaders are based on their personal values and convictions (as cited in Avolio &amp; Gardner, 2005, p.321).<\/p>\n<p>Authentic leadership development involves processes whereby &#8220;leaders and followers gain self-awareness and establish open, transparent, trusting and genuine relationships, which in part may be shaped and impacted by planned interventions such as training\u201d (Avolio, 2005, as cited in Avolio &amp; Gardner, 2005, p.322). Authentic leaders foster the development of authenticity in followers through increased self-awareness, self-regulation, and positive modeling; therefore, followers\u2019 authenticity contributes to their well being and the attainment of sustainable and veritable performance (Avolio &amp; Gardener, 2005). The reflection of the true meaning of authenticity requires to have relational transparency (Avolio &amp; Gardener, 2005) between leaders and followers relationship; since it reflects the open and transparent manner in a leader-follower relationship; therefore, elicit the personal and social identification required to secure follower trust and commitment. Therefore, follower\u2019s \u201cself-awareness\u201d and follower\u2019s self-regulation instilled by training; hence, followers aligning their ideas with their leaders in their organization. In turns, it was promising to have an organizational commitment and sustained organizational citizenship behavior, which every workplace should strive to achieve. Nevertheless, positive psychological capital when relates to the capacity of having confidence, being optimistic, hope and resiliency as personal resources; and thus have a positive impact on the leaders and their followers and enable them to bounce from a catastrophic situation and display resiliency rapidly.<\/p>\n<p>Considering the organizational context and leadership interaction in that context required to give leaders opportunity to be sustained and integrated within that context regarding uncertainty, turbulence, and challenge; therefore, altering the setting of itself to make it more authentic. Another way to promote ethical behaviors is to ensure that there is a safe way for staff and stakeholders to hold the leadership ethically accountable (Van Burne, 2013).<\/p>\n<p>For an organization to grow and flourish, needs to have leaders (Van Burne, 2013) who can be <strong><em>a visible role model<\/em><\/strong>&#8211; and this can be simple as washing your own cup which conveys a positive message to your employee, employees who take cues about appropriate behavior from those at the top. In regard, <strong><em>communicating ethical expectations<\/em><\/strong> by creating an organizational code of ethics which states corporate values and ethical rules and principles for <em>safe practice<\/em>. In my organization, they encourage this practice through online modules that promote patient confidentiality and a respectful workplace. However, all depend on how you develop these expectations, perceive and integrate them into the organizational practice; therefore they promote <strong><em>an organizational culture<\/em> <\/strong>that influences the employees&#8217; behavior. Strong organizations support their employees by providing them with moral training which may include a code of ethics implemented in employees manual of operation. <strong><em>Transparency, self-regulation, and self- awareness-<\/em><\/strong>\u00a0A respected employees who\u00a0commit to these codes, they relate to certain behaviors when making decisions. For example, to question our selves these questions; \u201casking is it fair? Is it honest? Does it advances societal interest, or does it cause a risk? How it feels when you find the decision ended up in the evening news have a positive impact when conveying ethical codes in a respected organization. By this mean, the valued employees increase their self-awareness, and limited to, invite a response from others.<em><strong> Balanced processing <\/strong><\/em>to what degree the leaders solicit sufficient opinions and viewpoints\u00a0prior making decisions. Lastly, <strong><em>provide a protective mechanism<\/em>\u00a0&#8211;\u00a0<\/strong>that sustains employee\u2019s commitment and safe practice, in other words, the process of promoting an institutional ethical culture which allows the employee to discuss ethical dilemmas and report unethical behavior without fear or reprimand.<\/p>\n<p>Leaders\u2019 behaviors influence employee engagement, leading to positive organizational outcomes. Servant leaders enacted proven leadership behaviors that improve employee engagement and create a positive environment for a power-exchange among employees(Northouse, 2016). The organizations need to pay particular attention to intervention programs that enhance their managers\u2019 leadership style that promotes ethical behaviors.<\/p>\n<p>Do you think if emotional intelligence has any positive impact on leadership ethics and decisions, and how that can be modeled?<\/p>\n<p>References<\/p>\n<p>Avolio, B. &amp; Gardner, W. (2005).\u00a0<a href=\"http:\/\/www.sciencedirect.com\/science\/article\/pii\/S1048984305000263?_rdoc=1&amp;_fmt=high&amp;_origin=gateway&amp;_docanchor=&amp;md5=b8429449ccfc9c30159a5f9aeaa92ffb\">Authentic leadership development: Getting to the root of positive forms of leadership.<\/a>\u00a0<em>Leadership Quarterly<\/em>, 16, 315-338. Retrieved from:\u00a0 https:\/\/ezproxy.student.twu.ca:3744\/S1048984305000263\/1-s2.0-S1048984305000263-main.pdf?_tid=175592e8-e93e-4f5c-afa1-77ed48791e65&amp;acdnat=1528867396_6bcf6a3a04ae4b0f6607198084558905<\/p>\n<p>Northouse, P. G. (2016). Leadership: Theory and practice, Seventh Edition. Thousand Oaks, CA: Sage Publications. ISBN 971452203409<\/p>\n<p>Van Buren, J. (2013, March 29). What is Ethical Leadership?. Retrieved from https:\/\/www.youtube.com\/watch?v=ks2QGoIq5nA<\/p>\n<p>&nbsp;<\/p>\n","protected":false},"excerpt":{"rendered":"<p>Unit 7-LA 1 &nbsp; Unit 7 Learning Activities Regarding leadership, ethics is about what leaders do and who leaders are. Ethics is &#8220;concerned with the virtuousness of Individuals and their motives and provides a system of rules or principles that guide leaders in making a decision about what is right and wrong and good or &hellip; <\/p>\n<p class=\"link-more\"><a href=\"https:\/\/create.twu.ca\/twuwafasiyam\/ldrs-500-unit-7-la-1\/\" class=\"more-link\">Continue reading<span class=\"screen-reader-text\"> &#8220;LDRS 500-Unit 7-LA 1&#8221;<\/span><\/a><\/p>\n","protected":false},"author":226,"featured_media":0,"comment_status":"open","ping_status":"open","sticky":false,"template":"","format":"standard","meta":{"footnotes":""},"categories":[55,81],"tags":[],"class_list":["post-441","post","type-post","status-publish","format-standard","hentry","category-ldrs-500","category-unit-7-la-1"],"_links":{"self":[{"href":"https:\/\/create.twu.ca\/twuwafasiyam\/wp-json\/wp\/v2\/posts\/441","targetHints":{"allow":["GET"]}}],"collection":[{"href":"https:\/\/create.twu.ca\/twuwafasiyam\/wp-json\/wp\/v2\/posts"}],"about":[{"href":"https:\/\/create.twu.ca\/twuwafasiyam\/wp-json\/wp\/v2\/types\/post"}],"author":[{"embeddable":true,"href":"https:\/\/create.twu.ca\/twuwafasiyam\/wp-json\/wp\/v2\/users\/226"}],"replies":[{"embeddable":true,"href":"https:\/\/create.twu.ca\/twuwafasiyam\/wp-json\/wp\/v2\/comments?post=441"}],"version-history":[{"count":6,"href":"https:\/\/create.twu.ca\/twuwafasiyam\/wp-json\/wp\/v2\/posts\/441\/revisions"}],"predecessor-version":[{"id":453,"href":"https:\/\/create.twu.ca\/twuwafasiyam\/wp-json\/wp\/v2\/posts\/441\/revisions\/453"}],"wp:attachment":[{"href":"https:\/\/create.twu.ca\/twuwafasiyam\/wp-json\/wp\/v2\/media?parent=441"}],"wp:term":[{"taxonomy":"category","embeddable":true,"href":"https:\/\/create.twu.ca\/twuwafasiyam\/wp-json\/wp\/v2\/categories?post=441"},{"taxonomy":"post_tag","embeddable":true,"href":"https:\/\/create.twu.ca\/twuwafasiyam\/wp-json\/wp\/v2\/tags?post=441"}],"curies":[{"name":"wp","href":"https:\/\/api.w.org\/{rel}","templated":true}]}}