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Discussion 3 week 3

Ethical leadership involves demonstrating integrity and applying personal values in various contexts, leading to a positive organizational culture and employee satisfaction. Ethical role models influence their organizations by embodying strong ethics in both professional and personal spheres, while upward ethical leadership encourages employees to uphold their values against unethical behavior. Organizations can enhance ethical climates by involving employees in leadership processes and providing accessible channels for reporting misconduct.

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Edgar Buitrago
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8 views

Discussion 3 week 3

Ethical leadership involves demonstrating integrity and applying personal values in various contexts, leading to a positive organizational culture and employee satisfaction. Ethical role models influence their organizations by embodying strong ethics in both professional and personal spheres, while upward ethical leadership encourages employees to uphold their values against unethical behavior. Organizations can enhance ethical climates by involving employees in leadership processes and providing accessible channels for reporting misconduct.

Uploaded by

Edgar Buitrago
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© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
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By: Edgar Buitrago Betancourt

What does it mean to demonstrate ethical leadership and be an ethical role model?
Ethical leadership offers a wider concept of leadership in which it is not enough to exhibit a set of
personal values and ethical codes, but their application in context and mostly demonstrate its integrity in all
kinds of situations. Ethical leadership is exerted through decision-making, interpersonal relationships, effective
communication, and assertive conversations. Within a company, leadership is performed cascading from the top
to the low level, and a strong culture with dominant values can be built (Meyer et al., 2009). Remarkable
results include more satisfied employees and increased effort and commitment to the organization
(Brown & Treviño, 2006)
.
An Ethical role model is a Leader who deeply influences the culture within an organization and stands
out from other leaders due to a strong practice of ethics in both the workplace and personal life. They capture
their followers' attention because ethical role models have become an attractive and credible model to follow.
Regarding their sources of power, I would include these types of leaders as Experts but also as Referents. In
contrast, the most challenging situation for followers happens when the leader is a bad ethical role model
(Hughes et al., 2022).
Some thoughts about the Upward Ethical Leadership concept
This concept addresses situations when a leader exercises power unethically (bad ethical role model),
encouraging individuals to defend their ethical codes and personal values against that type of behaviour. The
goal is to develop employees who are then able to identify and act on misconduct perceived within the
organization. This strategy focuses on maintaining an ethical climate in the workplace
(Uhl-Bien & Carsten, 2007)
.
How can organizations cultivate and enhance ethical climates?
As said in the last paragraph, individuals are calling to develop Upward Leadership Skills through the
deep knowledge of ethical standards and norms of the company, developing a critical sense to evaluate
situations that are happening around them, and communicating their concerns following the proper channels.
Regarding the organization, the call out is to get employees involved in becoming active partners in the
leadership process (Uhl-Bien & Carsten, 2007). Finally, facilitating the disclosure of ethical codes and
establishing easily accessible channels such as ethical lines to report misconduct confidentiality to avoid
retaliation against employees.
References
Brown, M., & Treviño, L. K. (2006). Ethical leadership: A review and future directions, The Leadership Quarterly. Science
Direct, 17(16), 595–616. https://doi.org/https://doi.org/10.1016/j.leaqua.2006.10.004.
Hughes, R., Ginett, R., & Curphy, G. (2022). Leadership, Enhancing the lesson experience (Tenth Edition). Mc
Graw Hill. e-book record available at https://lcn.loc.gov/2020033977
Meyer, D., Kuenzi, M., Greenbaum, R., Bardes, M., & Salvador, R. (2009). How low does ethical leadership
flow? Test of a trickle-down model, Organizational Behavior and Human Decision Processes,. Science
Direct, 108(Issue), 1–13. https://doi.org/https://doi.org/10.1016/j.obhdp.2008.04.002.
Uhl-Bien, M., & Carsten, M. K. (2007). Being Ethical When the Boss is Not, Organizational Dynamics.
Organizational Dynamics, 36(2), 187–201. https://doi.org/10.1016/j.orgdyn.2007.03.006

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