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Detailed Contents
List of Case Studies, Self-Assessments, Ethical Checkpoints, and
Contemporary Issues in Organizational Ethics
Introduction: Making the Case for Studying Organizational Ethics
Acknowledgments
About the Author
Part one • PRACTICING PERSONAL ETHICS IN THE
ORGANIZATION
Chapter 1 • Ethical Competencies and Perspectives
Developing Ethical Competencies
Defining Organizational Ethics
Ethical Perspectives
Utilitarianism: Do the Greatest Good for the Greatest
Number
Kant’s Categorical Imperative: Do What’s Right
Despite the Consequences
Rawls’s Justice as Fairness: Balancing Freedom and
Equality
Aristotelian Ethics: Live Well
Confucianism: Building Healthy Relationships
Altruism: Concern for Others
Chapter Takeaways
Application Projects
Chapter 2 • Components of Personal Ethical Development
Component 1: Discovering Vocation
Discovering Your Personal Gifts
Barriers to Obeying Our Callings
Component 2: Identifying Personal Values
Component 3: Developing Character
Positive Psychology and Virtues
Direct Approaches to Character Development
Indirect Approaches to Character Development
Component 4: Creating a Moral Identity
Component 5: Drawing Upon Spiritual Resources
Caring for the Soul
Spiritual Well-Being
Chapter Takeaways
Application Projects

8
 Chapter 3 • Ethical Decision Making and Action
Components of Ethical Behavior
Component 1: Moral Sensitivity (Recognition)
Component 2: Moral Judgment
Component 3: Moral Motivation
Component 4: Moral Character
Decision-Making Formats
The Lonergan/Baird Method
The Moral Compass
The Foursquare Protocol
Five Timeless Questions
The Five “I” format
Chapter Takeaways
Application Projects
Part two • PRACTICING INTERPERSONAL ETHICS IN THE
ORGANIZATION
Chapter 4 • Ethical Interpersonal Communication
Dialogue: An Ethical Framework for Interpersonal
Communication
Ethical Communication Competencies
Mindfulness
Effective Listening
Self-Disclosure
Confirmation
Emotional Intelligence
Trust Building
Moral Argument
Chapter Takeaways
Application Projects
Chapter 5 • Exercising Ethical Influence
Questions of Power
Question 1: Are Some Forms of Power More Ethical
Than Others?
Question 2: Is It Possible to Have Too Much Power?
Question 3: Should I Play Politics?
Question 4: What Factors Contribute to
Empowerment?
Question 5: How Do I Overcome Barriers to
Empowerment?
Ethical Issues in Influence
Framing

9
 Proactive Tactics
Impression Management
Deception
Emotional Labor
Communication of Expectations
Chapter Takeaways
Application Projects
Chapter 6 • Ethical Conflict Management
Conflict in Organizational Life
Becoming an Ethical Conflict Manager
Step 1: Recognize the Differences Between Functional
and Dysfunctional Conflicts
Step 2: Manage Your Emotions
Step 3: Identify Your Personal Conflict Style
Step 4: Develop Conflict Guidelines
Step 5: Employ Collaborative Conflict Management
Tactics
Step 6: Be Prepared to Apologize
Resolving Conflict Through Ethical Negotiation
Ethical Issues in Negotiation
Adopt an Integrative Approach to Negotiation
Combating Aggression and Sexual Harassment
Types of Aggression
Sources of Aggression
Resisting and Reducing Aggression
Preventing Sexual Harassment
Chapter Takeaways
Application Projects
Part three • PRACTICING LEADERSHIP, FOLLOWERSHIP,
AND GROUP ETHICS
Chapter 7 • Leadership and Followership Ethics
Ethical Leadership
The Ethical Challenges of Leadership
The Shadow Side of Leadership
Stepping Out of the Shadows: Normative Leadership
Theories
Ethical Followership
The Ethical Challenges of Followership
Meeting the Moral Demands of Followership: Principles
and Strategies
Chapter Takeaways

10
 Application Projects
Chapter 8 • Improving Group Ethical Performance
Acting as a Morally Responsible Team Member
Adopting a Cooperative Orientation
Doing Your Fair Share (Not Loafing)
Displaying Openness and Supportiveness
Being Willing to Stand Alone
Responding to Ethical Danger Signs
Groupthink
Polythink
Mismanaged Agreement
Escalating Commitment
Excessive Control
Moral Exclusion
Chapter Takeaways
Application Projects
Part four • PRACTICING ETHICS IN ORGANIZATIONAL
SYSTEMS
Chapter 9 • Building an Ethical Organization
Making Ethics Matter
Components of Ethical Culture
Formal Elements
Informal Elements
Cultural Change Efforts
Ethical Drivers
Chapter Takeaways
Application Projects
Chapter 10 • Ethical Marketing, Finance, Accounting, and
Human Resource Management
Ethical Marketing
Ethical Issues in Marketing
Ethical Principles and Strategies
Ethical Finance and Accounting
Ethical Issues in Finance and Accounting
Ethical Principles and Strategies
Ethical Human Resource Management
Ethical Issues in Human Resource Management
Ethical Principles and Strategies
Chapter Takeaways
Application Projects
Chapter 11 • Promoting Organizational Citizenship

11
 The Organization as Citizen
Components of Organizational Citizenship
Corporate Social Responsibility
Corporate/CEO Activism
Sustainability
The Stages of Corporate Citizenship
Promoting Organizational Citizenship
Adopting a Stewardship Mind-Set
Measuring Social Performance
Chapter Takeaways
Application Projects
Chapter 12 • Ethics in a Global Society
The Dangers of Globalization and the Challenges of Ethical
Diversity
Developing Cross-Cultural Ethical Competence
Coming to Grips With Ethnocentrism
Becoming a World Citizen
Understanding Ethical Diversity
Finding Moral Common Ground
Resolving Ethical Cross-Cultural Conflicts
Chapter Takeaways
Application Projects
Notes
References
Index

12
List of Case Studies, Self-Assessments, Ethical
Checkpoints, and Contemporary Issues in
Organizational Ethics

Case Studies
Case Study 1.1 Federal Employees Behaving Badly 27
Case Study 1.2 National Security or Computer Security? 29
Case Study 1.3 Is This Any Way to Run a Prison? 30
Case Study 2.1 Character Development at West Point 53
Case Study 2.2 Taking Down the Monuments: Erasing History? 55
Case Study 2.3 A Different Kind of Pope 56
Case Study 3.1 White Collar Crime: The Gap Between Perpetrators
and Victims 87
Case Study 3.2 Scenarios for Analysis 89
Case Study 4.1 Everyone’s Favorite Professor 117
Case Study 4.2 Unfairly Taking the Blame 118
Case Study 4.3 The Stem Cell Account 119
Case Study 5.1 Moving Beyond Empowerment at Morning Star 150
Case Study 5.2 Hiding the Real Story at Midwestern Community
Action 152
Case Study 5.3 Flying the Unfriendly Skies 153
Case Study 6.1 Any Way You Look at It, You Lose: Longshore
Workers versus International Container Services Inc. 183
Case Study 6.2 Negotiating the Plant Reopening 184
Case Study 6.3 When Football Comes First: Sexual Assault at Baylor
University 186
Case Study 7.1 Failing to Serve Those Who Served 221
Case Study 7.2 Challenging the Chancellor 223
Case Study 7.3 Putting Fraud Before Family 225
Case Study 8.1 Team Denial 252
Case Study 8.2 Groupthink in the Sweat Lodge 254
Case Study 8.3 To Loan or Not to Loan? 256
Case Study 9.1 Winning at All Costs at Uber 288
Case Study 9.2 Wells Fargo: Getting the Ethics You Pay For 290
Case Study 9.3 GM’s Deadly Ignition Switch 292
Case Study 10.1 Boosting the Cost of the EpiPen: Price Gouging or

13
Good Business? 321
Case Study 10.2 Accounting/Finance Ethics Scenarios 323
Case Study 10.3 Regulating Love at the Office 324
Case Study 11.1 Why the Circus No Longer Comes to Town 349
Case Study 11.2 Facebook Takes on Fake News 351
Case Study 11.3 The Public Benefit Corporation and Profit-With-
Purpose Businesses 353
Case Study 12.1 The Right to Be Forgotten 379
Case Study 12.2 Goldman Sachs and Hunger Bonds 380
Case Study 12.3 Scenarios for Analysis 382

14
Self-Assessments
Self-Assessment 1.1 Attitudes Toward Business (and Organizational)
Ethics 3
Self-Assessment 1.2 Organizational Citizenship Behavior Scale 21
Self-Assessment 2.1 Preferred Roles 36
Self-Assessment 2.2 Spiritual Well-Being Questionnaire 50
Self-Assessment 3.1 Moral Sensitivity Scenarios 63
Self-Assessment 3.2 Key Self-Knowledge Questions 78
Self-Assessment 4.1 Mindful Attention Awareness Scale (MAAS) 99
Self-Assessment 4.2 Listening Styles Profile 103
Self-Assessment 5.1 Personal Power Profile 123
Self-Assessment 5.2 Political Skill Inventory 129
Self-Assessment 6.1 Conflict Style Inventory 161
Self-Assessment 6.2 Negative Acts Questionnaire 172
Self-Assessment 7.1 Servant Leadership Questionnaire 202
Self-Assessment 7.2 Followership Role Orientation Scale 212
Self-Assessment 8.1 Class Project Social Loafing Scale 232
Self-Assessment 8.2 Concertive Control Scale 247
Self-Assessment 9.1 Ethics Audit Questions 279
Self-Assessment 9.2 Socialization Scale 285
Self-Assessment 10.1 Skepticism Scale 308
Self-Assessment 10.2 Organizational Justice Scale 316
Self-Assessment 11.1 Four Stages of Issue Maturity Scale 331
Self-Assessment 11.2 Covenantal Relationship Questionnaire 344
Self-Assessment 12.1 Individualism/Collectivism Scale 362
Self-Assessment 12.2 Moral Foundations Questionnaire 369

15
Ethical Checkpoints
Ethical Checkpoint 1.1 Facebook Etiquette 19
Ethical Checkpoint 2.1 Character Strengths 40
Ethical Checkpoint 3.1 Rational Remedies for Cognitive Biases 70
Ethical Checkpoint 4.1 Listening Skills 101
Ethical Checkpoint 4.2 Emotional Analysis Questions 110
Ethical Checkpoint 4.3 Building Blocks of Organizational Trust 112
Ethical Checkpoint 5.1 Impression Management Tactics 137
Ethical Checkpoint 6.1 What Not to Do in a Conflict 157
Ethical Checkpoint 6.2 Five Ways to Avoid Lying During a
Negotiation 167
Ethical Checkpoint 7.1 The Whistle-Blower Checklist 218
Ethical Checkpoint 8.1 Social Loafing in Virtual Teams 235
Ethical Checkpoint 9.1 Sample Mission Statements 262
Ethical Checkpoint 9.2 Integrity-Based Governance 269
Ethical Checkpoint 10.1 The Geometry of Financial Fraud 304
Ethical Checkpoint 11.1 Stakeholder Approach to CSR 334
Ethical Checkpoint 11.2 CERES Principles 338
Ethical Checkpoint 12.1 United Nations Global Compact: The Ten
Principles 372

16
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Contemporary Issues in Organizational Ethics
Contemporary Issues in Organizational Ethics 1.1 Extreme
Altruism 24
Contemporary Issues in Organizational Ethics 2.1 The Dangers of
Workplace Spirituality 49
Contemporary Issues in Organizational Ethics 3.1 Reason versus
Intuition 72
Contemporary Issues in Organizational Ethics 4.1 The Trait
Approach to Emotional Intelligence 108
Contemporary Issues in Organizational Ethics 5.1 “Honest”
Ingratiation 140
Contemporary Issues in Organizational Ethics 6.1 Cyberbullying
175
Contemporary Issues in Organizational Ethics 7.1 Guerrilla
Bureaucrats 206
Contemporary Issues in Organizational Ethics 8.1 Premature
Abandonment 245
Contemporary Issues in Organizational Ethics 9.1 Cyberloafing
266
Contemporary Issues in Organizational Ethics 10.1 The Robin
Hood Effect 319
Contemporary Issues in Organizational Ethics 11.1 The Rise of
Consumer Boycotts 336
Contemporary Issues in Organizational Ethics 12.1 Cultural
Appropriation: When Does Borrowing Become Exploitation? 358

17
Introduction Making the Case for
Studying Organizational Ethics

Evidence for the importance of organizational ethics is all around us.

Scarcely a day goes by without revelations of a new organizational
scandal. We read and hear about ethical failures in every sector of society
—business, education, social service, environmental, entertainment,
military, medicine, religious, government. Here is just a small sample of
the prominent organizations accused of immoral behavior:

Figure 0.1

Source: Dilbert cartoon, July 25, 2013.

Wells Fargo Bank: creating fake customer accounts, mortgage fraud

General Motors: failure to correct a defective ignition switch
National Football League: player misconduct, including DUIs,
domestic violence, and murder; disregard for player safety
KPMG: failure to uncover illegal sales practices and corruption in
client firms; collusion with government regulators
FIFA (soccer’s governing body): bribery and corruption
Sterling Jewelers (Kay and Jared jewelry chains): sexual harassment,
gender discrimination
Trump University: deceptive advertising; overcharging for courses
National Security Administration (NSA): illegal surveillance of U.S.
citizens
Baylor University: sexual assaults
Dean Foods: insider trading

18
 St. Jude Medical: shipping faulty heart defibrillators
Petrobras (Brazil’s national oil company): bribery, money laundering,
kickbacks
United Nations Haitian peacekeeping force: child sexual abuse and
rape
Samsung: influence peddling
U.S. Department of Veterans Affairs medical system: falsifying wait
times for patient care
Takata: manufacturing faulty airbags
Volkswagen: circumventing emissions tests
Fox News: sexual harassment
Atlanta school system: falsifying student test scores
Federal Bureau of Alcohol, Tobacco, Firearms and Explosives (ATF):
operating a secret slush fund

We all pay a high price for unethical organizational behavior. Offending

organizations suffer damaged reputations; declining revenues, earnings,
donations, and stock prices; downsizing and bankruptcy; increased
regulation; and civil lawsuits and criminal charges. Their members may
lose their jobs, see their retirement savings shrink, and end up doing jail
time. Outsiders who have a stake or interest in the fallen organization also
suffer. For example, patients taking drugs with undesirable side effects
face a higher risk of death; neighbors near a polluting manufacturing plant
have to live with environmental damage; investors victimized by fraud see
their net worth decline; and needy citizens must do without important
services when taxpayer funds are wasted. In addition, society as a whole
suffers because trust in many of our basic institutions is lost. According to
the 2017 Edelman Trust Barometer, there has been a worldwide
“implosion of trust.” In two-thirds of the countries surveyed, the
“distrusters” outnumber the “trusters,” with more than half of the
respondents saying they don’t trust their governments, nongovernmental
organizations (NGOs), businesses, and the media to do what is right.1
Such low trust levels threaten the stability of countries around the world.

Preventing significant harm is one reason why organizational ethics is

worthy of your time and attention; the fact that you will constantly be
faced with ethical choices is another. As a member of an organization, you
will make ethical decisions on nearly a daily basis. Some are obvious, such
as whether or not to clock in for a coworker or to lie to customers. Yet
even routine decisions involving hiring, accounting, planning,
manufacturing, and advertising have an ethical dimension. Take the case

19
of a supermarket produce buyer deciding which fruits and vegetables to
sell in her local stores, for instance. She must weigh several ethical
considerations when making these determinations. For example, should
she stock only organic products? Should she use suppliers who treat their
workers poorly? Should local growers be given priority over distant
producers even if the cost is higher? Is price or quality a more important
consideration? Should she use her bargaining power to take advantage of
growers or negotiate agreements that benefit all parties?

Not only will you continually make ethical choices, but those decisions
can also determine your success or failure in your career. Technical skills
alone are not enough to guarantee you a productive future. For instance,
accountants at the now defunct Arthur Andersen accounting firm had all
the proper professional certifications. But, to keep their clients happy and
to generate consulting revenue, they signed off on fraudulent financial
statements at Waste Management, the Baptist Foundation of Arizona,
Sunbeam, Enron, and WorldCom. In the end, the company, which was one
of the world’s largest and most respected accounting firms, failed.2

Business ethics professor Lynn Paine argues that moral thinking is “an
essential capability for effective managers and organizational leaders.”3
She contrasts moral reasoning, which is concerned with ethical principles
and the consequences of choices, with strategic or results-based thinking,
which focuses on reaching objectives such as increasing revenue, finding
new distributors, or manufacturing products. Though distinct, these two
strands of reasoning intertwine. As a manager making strategic choices,
you ought to consider important moral principles and weigh potential
ethical consequences or outcomes. If you don’t, your organization (like
Arthur Andersen) may lose the right to operate in a modern society.
Conversely, you must be a good strategic thinker to make wise moral
decisions. You have to understand marketing, production, and
organizational design, for example, to implement your ethical choices.

There’s one final reason that you should focus on understanding ethics in
organizations—you have a duty to do so. I believe that when we enter
organizations as managers, workers, or volunteers, we assume the ethical
burden of making them better places. Organizational Ethics: A Practical
Approach is designed to help us carry out that task. But as we take on that
responsibility, we need to clear out some misunderstandings that serve as
barriers to ethical change. I call the first of these myths “There’s nothing to
it.” Those who fall victim to this misconception believe that changing

20
ethical performance is easy or that making moral choices is just common
sense. They are seriously mistaken. Acting morally can be a tough task, as
you’ve probably discovered when you tried to do the right thing in the face
of peer pressure or were punished for telling the truth. At times you will be
called upon to put aside your self-interest to meet the needs of others, to
stand alone, and to endure criticism. You could risk losing your job
because you “aren’t a team player” or because you have to bring
organizational wrongdoing to the attention of outside authorities (see
Chapter 7). Further, ethical decisions are complex and often without any
clear answers. They may require choosing between what appear to be two
“rights” or two “wrongs.”

The second myth is “It won’t do any good.” This myth comes out of
widespread cynicism about organizations and stands at the opposite end of
the spectrum from the first misconception. According to this perspective,
change is too hard, not too easy. The individual can have little impact on
the ethical climate of an organization. Organizations are too complicated
and have a life of their own. Even people with high personal moral
standards leave their scruples at the door when they go to work. They end
up following company dictates, no matter how immoral.

This misconception contains an element of truth. Situational pressures are

important determinants of ethical versus unethical behavior. In recognition
of that fact, a great deal of this text is devoted to how we can reshape the
ethical climates of our groups and organizations. There is little doubt that
many of us do act contrary to our personal convictions due to outside
pressures. However, this myth overlooks the fact that organizations are the
products of choices. Organizations become embroiled in scandals because
individuals and groups decide to lie, steal, abuse their positions and power,
and cover up crimes. The same members that create and sustain unhealthy
practices, values, and structures can develop more productive alternatives.

Granted, your ability to make significant systemwide changes will be

limited if you are a college graduate entering your first job. Nevertheless,
you do have the power to manage your own behavior, and your coworkers
will note how you react to ethical issues. Your influence will likely grow
over time, as those with undergraduate and graduate degrees generally end
up in management positions.

If you question the ability of one person to make a difference, consider the
humble origins of Barack Obama. He was the son of a white mother and

21
Discovering Diverse Content Through
Random Scribd Documents
 territories acquired by us to be the free and independent State of the
Congo.'
"Perhaps when the members of the Lotos Club have reflected a little more
upon the value of what Livingstone and Leopold have been doing, they will
also agree that these men have done their duty in this world, and in the
age that they live, and that their labor has not been in vain, on account of
the great sacrifices they have made, to the benighted millions of dark
Africa."

Here the Doctor paused to enable his listeners to ponder a few moments on the
magnitude of the work which their hero had accomplished, and also to wait for
any question which might be asked. The first interrogatory referred to Mr.
Stanley's present mission to Africa, for which he had abandoned his lecturing
tour in America.
"What is he going to Africa for now?" said one of the youths. "I have read that it
is to relieve somebody who is shut up in the middle of the country and can't get
out."
"You are quite right," was the reply, "but in order to have you comprehend the
situation I must give you a little explanation.
 EMIN PASHA.
"Most of you know," the Doctor continued, "about the rebellion in the Soudan
country several years ago by which Egypt lost her possessions in Central Africa,
and her power was completely overthrown in a region that she had held for
more than sixty years, or had conquered since that time. Khartoum was
captured, General Gordon was killed, and the provinces of the Soudan became
independent of the khedive. Many of the white men in the country were forced
to enter the service of the rebels in order to save their lives, as escape was next
to impossible.
"This was the case in the northern part of the Soudan, and it was generally
supposed that the same state of affairs prevailed farther south. The equatorial
province of the Egyptian Soudan was entirely cut off from communication with
the outer world, and the belief was general that its governor, Emin Bey, had
been killed by the rebels. But in the latter part of 1886 news came that he was
still alive, and had maintained his position in a hostile country through the
fidelity of the Egyptian troops that remained with him. He was short of
ammunition and destitute of many other things necessary for the support of his
people, his soldiers were in rags, and he feared that he would not be able to
hold out much longer unless relief was sent to him."
One of the youths asked how the news was brought from Emin's province so
that the rest of the world could get it.
"It was brought," was the reply, "by Dr. Junker, a Russian scientist, who was
with Emin at the time of the insurrection. You remember King Mtesa of Uganda,
whom Mr. Stanley converted to
Christianity and who asked that
missionaries should be sent to
instruct his people? Well, the
missionaries went there and
were well received, but before
they had accomplished anything
of consequence Mtesa died and
was succeeded by his son
Mwanga. The son was opposed
to the new religion, and very
soon after he was raised to the
throne he imprisoned the
missionaries and ordered all of BLACKSMITH'S FORGE AND BELLOWS.
his people who had embraced
Christianity to be put to death. Bishop Hannington, who had gone from England
to take charge of the mission work in Central Africa, was killed by orders of
Mwanga, and all white men were forbidden to set foot in the country. Dr. Junker
came through Uganda on his way to the sea-coast, but he was brought
ostensibly as a slave by an Arab trader. Mwanga heard that there was a white
man in the Arab merchant's caravan, but when the merchant told him that it
was a slave he had bought, and exhibited the captive tied with the rest of the
slaves, the king made no objection. He was, no doubt, so greatly rejoiced to see
the white man in captivity and disgrace that he did not wish to disturb him."[11]
 SOME OF EMIN PASHA'S IRREGULAR TROOPS.
"What is the nationality of Emin?" queried Fred; "and why is he sometimes
called Emin Bey and sometimes Emin Pasha?"

IVORY-EATING SQUIRREL, CENTRAL

AFRICA.
"Emin is his Egyptian name," answered Doctor Bronson, "but the gentleman is
of Austrian birth and his real name is Dr. Schnitzler. He was an Austrian
physician at the Turkish court at one time; afterwards he went to Egypt, and in
1877 was appointed to the command of the equatorial province of Egypt. He is
about forty-two years old, tall and thin, very near-sighted, and a most
accomplished linguist; he speaks German, French, English, Italian, Arabic,
Turkish, and several African languages, is a great scientist and a prudent and
careful commander of his people. At last accounts he had with him ten white
Egyptian officers, fifteen black non-commissioned officers, twenty Coptish
clerks, and three hundred Egyptian soldiers with their families.

BATTLE BETWEEN NATIVE WARRIORS AND EGYPTIAN TROOPS.

"The rank of bey in the Turkish and Egyptian service corresponds to that of
colonel in our language, while pasha or pacha is the equivalent of general. Since
he was appointed to the command of the province Emin has been promoted; he
was then Emin Bey and is now Emin Pasha. It is the Oriental custom to put the
title after the name instead of before it; just as we might say Smith General, or
Brown Major."
 NATIVE WARRIOR IN
EMIN PASHA'S
PROVINCE.
"And can't Emin Pasha get away from where he is?" one of the youths asked.
"Certainly, if he came with a small body of picked men and with reliable guides,"
was the reply. "But he could not get away with all his people and their families,
and he absolutely refuses to desert them. They have been faithful to him, and
he believes in rewarding fidelity with fidelity.
"He cannot come away through Uganda," Doctor Bronson explained, "because
the new king, Mwanga, would not let him pass. He cannot go through Unyoro
because the king of that country is leagued with Mwanga to keep out all white
men, and kill them if they persist in entering his territory. There is a route
through Masai land, north of Lake Victoria, but it would be unsafe, as the King
of Uganda would be sure to hear of an expedition there and take measures to
stop it. He might travel westward to the Congo or one of its tributaries without
much danger of interference, but he has no provisions and too little ammunition
to defend himself and his people in case of hostility."
"And I suppose Mr. Stanley is going to carry ammunition, trade goods, and
money to Emin Pasha," said one of the young auditors.
"He has been engaged for that object," replied the Doctor. "The cost of the
expedition is to be paid partly by the Egyptian government and partly by liberal
gentlemen in Great Britain. Mr. William Mackinnon, a wealthy Scotchman, has
contributed one hundred thousand dollars for the enterprise, and other
gentlemen have given freely to the good work.

THE KING OF UNYORO AND HIS GREAT CHIEFS.

"I call it good work," he continued, "because, according to all accounts, Emin
Pasha has created a model government in the middle of Africa, and greatly
benefited the people under his charge. He has suppressed slavery and slave-
trading, taught many useful employments to the natives, developed agriculture,
the raising of cattle and other industries, and almost entirely put an end to
crime of all sorts. The province is divided into districts, each of which has a
military station in its centre, where the taxes in grain and cattle are paid. Lado,
the capital, is a well-built town, with a fortification for its defence, and the
sanitary arrangements are of the most perfect character. Everything at Lado is
under the personal supervision of Emin Pasha, and his subjects have learned to
love him for the good he has done them.
"If Emin Pasha should be forced to flee or surrender, the country would speedily
fall into its old ways, and all the horrors of the slave-trade would be renewed;
consequently Mr. Stanley's mission is in the nature of a missionary enterprise,
and we should all hope for its complete success. We shall know more about it
after we have been awhile in England, as Mr. Stanley is naturally reticent about
his plans, and, in fact, cannot make them very definitely until he arrives there.
So we will drop the subject for the present, and, if there is no further business,
it will be well for us to adjourn."
In accordance with this suggestion, the society made its final adjournment, but
we may be sure that its sessions will long be remembered by those who
attended them.
On the arrival of the steamer at Southampton our friends said good-bye to Mr.
Stanley, with many wishes for his success in his new journey to the Dark
Continent. In response to their friendly words Mr. Stanley made cordial
expression of his pleasure at having made their acquaintance, which he hoped
to renew about a year later, if all should go well with him and his expedition.

Mr. Stanley remained about three weeks in England, busily occupied with
preparations for his journey, and making a hasty trip to Brussels to confer with
King Leopold, who placed the Congo fleet and the property of the Congo State
generally at the explorer's disposal. The supplies, ammunition, and other
material were shipped from England direct to the Congo, and Mr. Stanley
proceeded to Zanzibar, by way of Cairo, to engage men for the expedition. What
he accomplished there is best told in the following letter from his pen:

NATIVE WAR DANCE.

"On arriving at Zanzibar I found our agent, Mr. Mackenzie, had managed
everything so well, with the good offices of Mr. Holmwood, the acting
consul-general, that the expedition was almost ready for embarkation. The
steamer Madura, of the British India Steam Navigation Company, was in the
harbor, provisioned and watered for the voyage. The goods for barter and
transport animals were on board. There were a few things to be done,
however; such as arranging with the famous Tippu-Tib about our line of
conduct towards one another. Tippu-Tib is a much greater man to-day than
he was in the year 1877, when he escorted my caravan, preliminary to our
voyage down the Congo. He has invested his hard-earned fortune in guns
and powder. Adventurous Arabs have flocked to his standard until he is now
an uncrowned king of the region between Stanley Falls and Tanganika Lake,
commanding many thousands of men inured to fighting and wild equatorial
life. If I discovered hostile intentions in him my idea was to give him a wide
berth, for the ammunition I had to convoy to Emin Pasha, if captured and
employed by him, would endanger the existence of the infant State of the
Congo, and imperil all our hopes. Between Tippu-Tib and Mwanga, King of
Uganda, there was only a choice of the frying-pan and the fire. It was with
due caution that I sounded Tippu-Tib on the first day of my arrival, and I
found him fully prepared for any eventuality, to fight or to be employed. I
chose the latter, and we proceeded to business. You will please understand
that his aid was not required to enable me to reach Emin Pasha, or to show
the road to Wadelay, or Lake Albert, which is a region he knows nothing
about. There are four roads available from the Congo; two of them were in
Tippu-Tib's power to close, the remaining two were clear of his influence.
But Dr. Junker informed me at our Cairo interview that Emin Pasha had
about seventy-five tons of ivory with him. So much ivory would amount to
£60,000, at eight shillings per pound. The subscription of Egypt to the Emin
Pasha Relief Fund is large for her present state of depressed finances. In
this ivory we have a possible means of recouping the sum paid out of her
treasury, with a large sum left towards defraying expenses, and perhaps
leaving a handsome balance. Why not attempt the carriage of this ivory to
the Congo? Accordingly I wished to engage Tippu-Tib and his people to
assist me in conveying this ivory. After a good deal of bargaining I entered
into a contract with him, by which he agreed to supply six hundred carriers
at £6 per loaded head each round trip, from Stanley Falls to Lake Albert and
back. Thus, if each carrier carries seventy pounds weight of ivory, one
round trip will bring to the fund £13,200 net at Stanley Falls.
 BREED OF CATTLE IN EMIN PASHA'S
PROVINCE.
"On the conclusion of this contract, which was entered into in the presence
of the British consul-general, I broached another subject with Tippu-Tib in
the name of his majesty, King Leopold. Stanley Falls station was established
by me in December, 1883. Various Europeans have since commanded this
station, and Lieutenant Wester, of the Swedish army, had succeeded in
making it a well-ordered and presentable station. Captain Deane, his
successor, however, quarrelled with the Arabs, and at his forced departure
from the scene set fire to the station and blew up the Krupps. The object
for which the station was established was the prevention of the Arabs from
pursuing their devastating career below the falls—not so much by force as
by tact, or, rather, the happy combination of both. By the retreat of the
officers of the State from Stanley Falls the flood-gates were opened and the
Arabs pressed down the river. Tippu-Tib being, of course, the guiding-spirit
of the Arabs west of Tanganika Lake, it was advisable to see how far his aid
might be secured to check this stream of Arabs from destroying the country.
After the interchange of messages by cable with Brussels, on the second
day of my stay at Zanzibar, I signed an engagement with Tippu-Tib by
which he was appointed Governor of Stanley Falls, at a regular salary, paid
monthly at Zanzibar to the British consul-general's hands. His duties will be
principally to defend Stanley Falls in the name of the State against all Arabs
and natives. The flag of the station will be that of the State. At all hazards
he is to defeat and capture all persons raiding the territory for slaves, and
to disperse all bodies of men who may be justly suspected of violent
designs. He is to abstain from all slave-traffic below the falls himself, and to
prevent all in his command from trading in slaves. In order to insure a
faithful performance of his engagements with the State, a European officer
is to be appointed Resident at the falls. A breach of any article in the
contract being reported, the salary is to cease.

LADO, CAPITAL OF EGYPTIAN EQUATORIAL PROVINCE.

"Meantime, while I was engaged in these negotiations, Mr. Mackenzie had
paid four months' advance wages to six hundred and twenty men and boys
enlisted in the relief expedition, and as fast as each batch of fifty men was
satisfactorily paid, a barge was hauled alongside, the men were duly
embarked, and a steam-launch towed the barge to the transport. By three
p.m. all hands were on board, and the steamer moved off to a more distant
anchorage. By midnight Tippu-Tib and his people and every person
connected with the expedition were on board, and at day-break next day,
the 25th of February, the anchor was lifted, and we steamed away towards
the Cape of Good Hope.
 SCHOOLI WARRIOR,
EGYPTIAN EQUATORIAL
PROVINCE.
"So far there has not been a hitch in any arrangement. Difficulties have
been smoothed as if by magic. Everybody has shown the utmost sympathy
and been prompt with the assistance required. The officers of the
expedition were kept fully employed from morning to evening at laborious
tasks connected with the repacking of the ammunition for Emin Pasha's
force. Letters were also sent by myself to Emin Pasha, acquainting him with
our mission and the probable time of our arrival at Lake Albert, with
directions as to the locality we should aim for. Tippu-Tib likewise sent
couriers to Stanley Falls to acquaint his people of his departure by sea
round the Cape to the Congo, with orders to concentrate in readiness at the
falls."
 FORTIFIED VILLAGE NEAR LADO.
Before leaving Cairo, where he had an interview with Dr. Junker, Mr. Stanley
wrote to the chairman of the relief committee in London, in which he explained
the objects of the expedition as follows:

ISMAEN ABOU HATAB,

TRUSTED OFFICER OF EMIN
PASHA.
 "The expedition is non-military—that is to say, its purpose is not to fight,
destroy, or waste; its purpose is to save, to relieve distress, and to carry
comfort. Emin Pasha may be a good man, a brave officer, and a gallant
fellow, deserving of a strong effort of relief; but I decline to believe, and I
have not been able to gather from any one in England an impression that
his life, or the lives of the few hundreds under him, would overbalance the
lives of thousands of natives, and the devastation of immense tracts of
country which an expedition strictly military would naturally cause. The
expedition is a mere powerful caravan, armed with rifles for the purpose of
insuring the safe conduct of the ammunition to Emin Pasha, and for the
more certain protection of this people during the retreat home. But it also
has means of purchasing the friendship of tribes and chiefs, of buying food,
and paying its way liberally."

VILLAGE IN THE VALLEY OF THE BENGO.

The point where he expects to meet Emin Pasha is purposely kept secret, but it
will probably be at the southern end of Lake Albert, unless King Mwanga
threatens trouble, in which case the march may be directed to Wadelay, on the
White Nile. Stanley's fighting force, in case he is opposed by hostile natives, will
consist of sixty Soudanese soldiers, in addition to the Zanzibaris, Somalis, and
other east and west coast natives, enlisted in his expedition. When he went to
Cairo he specially requested that a small force of Soudanese should be placed at
his command. Volunteers were called for, and out of a large number who offered
their services sixty picked men were chosen. These men are fine specimens of
the soldiers who composed the larger part of the force with which Egypt held
her Central African provinces. It was of such soldiers as these that Emin Pasha
wrote these words last year:

"Deprived of the most necessary things, for a long time without any pay, my
men fought valiantly, and when at last hunger weakened them, when, after
nineteen days of incredible privations and sufferings, their strength was
exhausted, and when the last torn leather of the last boot had been eaten,
then they cut a way through the midst of their enemies and succeeded in
saving themselves. If ever I had any doubts of the negro, the history of the
siege of Amadi would have proved to me that the black race is in valor and
courage inferior to no other, while in devotion and self-denial it is superior
to many. Without any orders from capable officers, these men performed
miracles, and it will be very difficult for the Egyptian government worthily to
show its gratitude to my soldiers and officers."

A TRAVELLER'S CARAVAN NEAR WADELAY.

On the long march between Stanley Falls and Lake Albert, or Wadelay, these
soldiers will perform guard and police duty for the expedition, and will defend it
if attacked. Stanley also carries a machine-gun of the Maxim pattern, which was
specially constructed so as to be carried by porters. If the explorer has occasion
to show the natives that the gun will fire six hundred shots a minute, and that it
will kill a hippopotamus or sink a canoe at a distance of a mile, he thinks the
weapon will acquire a prestige which will make the savage glad to renounce any
idea of attempting to impede his party with their poor spears and arrows.
Lieutenant Stairns, an officer in the Engineer Corps of the British army, who
accompanies Stanley, has special charge of the Maxim gun.
Two members of Stanley's party, who have been
among King Leopold's agents on the Congo, went
directly from Liverpool to the Congo for the
purpose of hiring about three hundred porters to
assist in transporting the goods around the
Livingstone cataract to Stanley Pool, where the
Upper Congo fleet was ordered to be in readiness
to receive the expedition. Mr. Stanley estimates
that his progress on the land march will not be
greater than six to ten miles a day.
The expedition reached Banana Point, at the
mouth of the Congo, on the 18th of March, and on
the same day re-embarked on vessels belonging
to the International Association, which were
awaiting the expedition. On the 19th the
expedition anchored at Boma, the seat of the A DYOOR, SUBJECT OF
general administration of the Congo Free State, EMIN PASHA.
and a cordial reception was given the whole body.
Mr. Stanley was confident of the success of his enterprise, and hoped that by
June or July he would be able to render effectual assistance to Emin Pasha. The
Congo Association had arranged to victual the expedition from Matada to
Leopoldville. The expedition left Boma on March 21, arrived at Matada on the
22d, and there disembarked, the river being unnavigable thence to Leopoldville,
on account of the Livingstone Falls. The expedition was to proceed on foot for
eighteen days along the falls to Leopoldville, where Mr. Stanley was to be met
by four steamers belonging to the Congo State. The English and French mission
stations of the Upper Congo had also been requested to place their steamers at
his service.
Mr. Stanley's plans for a railway around the Livingstone Falls, on the Lower
Congo, have aroused the Portuguese, who fear the effects of the new line of
commerce. They have begun the construction of a railway from San Paulo de
Loanda up the valley of the Bengo River to Ambaca, a distance of about two
hundred and fifty miles. English and American engineers are in charge of the
work, and they hope to complete the line in about three years. The railway can
hardly be called a rival of Mr. Stanley's, as it is a long way south of the Congo,
and its principal uses will be to preserve the local trade which centres at
Ambaca, and prevent its diversion to the stations of the Congo State. The
surveys for the Congo railway are in progress while these pages are in the
printer's hands.

CHIEF OF COAST TRIBE IN

PORTUGUESE TERRITORY.
 CHAPTER XX.
MORE AFRICAN STUDIES.—MASAI LAND.—EARLY HISTORY OF THE
MOMBASA COAST.—MOUNT KILIMANJARO.—ITS DISCOVERERS AND
EXPLORERS.—REBMANN'S UMBRELLA.—THOMSON'S EXPEDITION AND
ITS OBJECT.—FRERE TOWN AND MOMBASA.—JOURNEY TO MASAI
LAND.—HOSTILITY OF THE NATIVES.—NARROW ESCAPES.—MASAI
WARRIORS AND THEIR OCCUPATIONS.—MANNERS AND CUSTOMS OF
THE PEOPLE.—THOMSON AS A MAGICIAN.—JOHNSTON'S
KILIMANJARO EXPEDITION.—HEIGHT AND PECULIARITIES OF THE
GREAT MOUNTAIN.—MANDARA AND HIS COURT.—SLAVE-TRADING.—
MASAI WOMEN.—SURROUNDED BY LIONS.—BISHOP HANNINGTON.—
STORY OF HIS DEATH IN UGANDA.

It was mentioned in the first chapter of this volume that Frank and Fred had
provided themselves with a parcel of books which were to constitute the
reading-matter for the voyage, "Through the Dark Continent" being of the
number. Transatlantic travellers generally carry four or five times as many books
as they can possibly read during their transit over the ocean, and our young
friends were no exceptions to the rule. They were so absorbed with the readings
which have just been described, and the presence of Mr. Stanley on the steamer,
that they gave little attention to books other than the interesting volume under
consideration.

TATTOOING AMONG THE COAST

NATIVES.
But they were not to be thwarted in their determination to inform themselves
about Africa, and, after the voyage was over, devoted all the time they could
spare to the perusal of the books which had been left unopened during the
voyage. Frank busied himself with "Through Masai Land," a journey of
exploration among the snow-clad volcanic mountains and strange tribes of
eastern equatorial Africa, while Fred perused the life of Bishop Hannington and
the account of his mission to the people of Uganda. As for Doctor Bronson, he
contented himself with keeping an eye on the progress of the youths in their
readings and in turning the leaves of "The Kilimanjaro Expedition," a volume
which describes the work of an expedition of the Royal Geographical Society for
the study of the region around Mount Kilimanjaro in eastern Africa, between the
Indian Ocean and the Victoria Nyanza.

DOORWAY OF A HOUSE AT MOMBASA.

"What can you tell us about Masai Land?" said the Doctor to Frank, one morning
while they were at breakfast.
"It's a remarkable country," was the reply, "and though one of the parts of Africa
earliest known to travellers, so far as its coast is concerned, it was one of the
latest to be explored. The routes from Zanzibar to Lakes Tanganika, Victoria,
and Nyassa, and the Zambezi country are now pretty well known and almost as
familiar to the reading public as the road from London to Brighton, but Masai
Land was until very recently practically unknown."
"Please tell us exactly where Masai Land is," said the doctor, "so that we shall
know what you are describing."
"It is that part of Africa east of the Victoria Nyanza," was the reply, "and of a
line drawn through that lake perhaps a hundred miles each way north and south
of it. Vasco di Gama, who first sailed around the Cape of Good Hope, landed on
the coast of this region and was near being wrecked on the reefs of Mombasa,
which is its principal port. The place is mentioned in a Portuguese book
published in 1530, and a curious fact is that there was even at that early date a
rumor of the existence of the snow-clad mountains that were never seen by a
white man until 1848. In fact, from the time of Vasco di Gama down to 1842
hardly anything was added to our knowledge of that part of the world."
"Are you sure about the mention of the high mountains in that Portuguese
book?"
"Entirely so," was the reply. "Mr. Thomson, the author of 'Through Masai Land,'
quotes from it as follows: 'West of Mombasa is the Mount Olympus of Ethiopia,
which is exceedingly high, and beyond it are the Mountains of the Moon, in
which are the sources of the Nile.' The Mount Olympus which is thus mentioned
is quite likely Kilimanjaro; the Mountains of the Moon are not yet easy to locate,
as they have not thus far been found by explorers. They may possibly exist in
some of the hitherto untraversed regions on the southern borders of Abyssinia."
Fred wished to know who was the first white man to find the snow-clad
mountains of Central Africa.
"A German missionary named Krapf came to Mombasa in 1842 in search of a
way to open Eastern Africa to Christianity. He began studying the tribes and
people in the neighborhood, and was aided in that work by his colleague, Mr.
Rebmann. In 1847 the latter, accompanied by only eight men, made an
expedition from the coast as far as the desert region beyond the rich littoral
belt, and reached the broken country in the direction of Kilimanjaro. In 1848 he
made another journey and for the first time saw the famous mountain, though
he was compelled to turn back when still forty miles from its summit. The good
man was accompanied by only nine porters, and his only weapon was an
umbrella."
"Only an umbrella!" exclaimed Fred, in astonishment.
"Yes, only an umbrella, as he thought it quite enough for a peace-loving
missionary to carry. But he seems to have changed his mind later on, as we find
him arming his porters with guns and increasing their numbers, though he still
adhered to the old weapon of his first trip. In one part of his journal, on his third
expedition, he says: 'It often rained the livelong night, with myself and people
lying in the open air without any other shelter than my solitary umbrella.' But it
is noticeable that as soon as he began to arm his men he got into trouble, as his
third expedition was robbed of everything it possessed and Rebmann was forced
to retreat in great distress to the coast.
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