Ethics
It is challenging for leaders to make ethical choices. Nonetheless, such managers experiencing the dilemma may apply various decision-making approaches. Moral
absolutism constitutes the fundamental
and universal ethical approach. The concept represents
a firm conviction that an act cannot be right for anybody anywhere if it is not justifiable to somebody. While the idea is usable in cross-cultural situations,
business leaders can apply the approach especially if a subject operates beyond
the culturally acceptable standards.
The decision-making process is simple due to the
universal plan. It predetermines the
ethical choice hence eliminating the need for debates and lengthy reflection.
Besides, appropriate decisions are compulsory or highly preferable
even in the United States because of global regulations and national laws. According
to Wilkens (2011), the precise denotation
of “wrong” and “right” eases the oversight process. Therefore, the workers,
stakeholders, and business associates can enjoy same
standards due to the universal approach.
According to the
critics of ethics, a striking similarity exists between ethical imperialism and
the global leadership concept hence posing
a challenge particularly to the cross-cultural engagements. No businessperson
or a leader wishes that the international community or people at home should
regard him as possessing a rigid ethical stance. In case a leader has such a
stance, it is highly likely that his subjects will see him as discriminatory to the convictions of others.
For instance, a
chief executive officer may be contemplating how to form an alliance with an
overseas business entity that is against women in power. An organization such
as this may have a policy that limits the women’s ability to rise the ranks, and the CEO may face an ethical
dilemma on collaborating with this corporation. Further, it is imperative for a
multinational to uphold environmental standards and policies, especially if it
operates in a third-world nation with lax pollution standard. Lastly, a business
leader may consider if a worker refrains from participating in debates because
of his culture or has an introverted personality. Alternatively, the employee
may just be uncooperative.
I agree that the
alternative to the universal approach is cultural relativism. According to
cultural relativism, the ethics in a given environment are variable depending
on the values and norms. The concept also respects the validity and variance
distinct viewpoints in global cultural settings. Nonetheless, the individuals
subscribing to the cultural relativism may pinpoint the applicability of ethical
standards beyond the boundaries. The examples of workplace ethical standards
are fair pay, employee safety, and rights. I recommend that the leaders should
not use cultural relativism as an excuse of enforcing poor working conditions
while relaxing the environmental policies. Instead, they should embrace the unified social contracts theory that not only
ensures respects for local cultures but also guarantees shared ethics.
Regarding the
ethical egoism, it is clear that some moral agents can pursue normative values based on their self-interests. However,
this principle contrasts that of psychological egoism where only self-interest
is the influential factor for ethical responsibility. Researchers consider
rational self-interest as ethical if the
consequences of a person’s actions are beneficial to the doer. In the case of
ethical egoism, the moral agents may not necessarily have an obligation of
assisting others. At the same time, the moral agents should not harm the
others’ wellbeing and interests.
The
Understanding of Ethic
Cantrell
& Lucas (2007) reveal that ethical values and principles are crucial in decision-making
and other engagement in a corporate setting. Indeed, ethics serves as a guide
to the corporate policies and laws since
it influences the leader’s productivity and reputation. The corporate leaders
applying leadership principles affect not only the subject's loyalty but also
their morale. For instance, workers regard their leaders as role models hence
their engagement can shape the workforce’s discipline and acceptable behavior. The employees will work towards
matching the leader’s ethical standards. Over time, an organizational culture
emerges, especially if the managers exhibit a moral behavior they would like to observe in their juniors.
People
approach their lives with ethical and moral framework either subconsciously or knowingly. In most cases, the individuals
cultivate this structure early in life
because they take their parent’s worldview. Other sources of moral
justification are friends and religion. Still, it is common for the ethical
stances to change over the years as people grow up. Some may opt for a conventional life while other become liberal.
In this consideration, it is true that the leaders do not lose their moral
frameworks once they assume the role in the society or an organization. During
their tenure, they shape up the corporate operations depending on their ethical
and moral frameworks.
In
a business setting, the ethics can be descriptive or normative. In the case of
normative ethics, the leader ought to understand the employee behavior specifically if it relates to their
social upbringing or culture. The leader may be a conservative in financial
expenditures because his parents encouraged saving money. Nonetheless, the
leader must understand that their personal beliefs have a lasting impact on
their managerial decisions.
On the other
hand, the descriptive ethics entails the incorporation of best practices in the
societal or corporate procedures and policies. In a culturally diverse country
such as the United States, an organization can have customers or employees that
observe specific holidays and traditions. Therefore, it is the business
leader’s mandate to consider such behaviors
during policymaking. A failure to be cognizant of the variable ethics can
result in a poor performance.
As the leader instills ethical framework in the society or
organization, he must do so while appreciating the viewpoints of others. Mutual
respect is critical to a working
relationship. In my workplace, I think about the ways that my ethical principle
connects me with my workmates and the consumers. Likewise, the business owner
must consider if his moral standing increases the bottom line or profitability.
Other factors to consider are the losses from the incorporation of such
principles (Cantrell & Lucas, 2007). I also realize that we come from
different economic, social, and cultural background hence the need of balancing
the institutionalization of ethical principle with concern and respect for other’s welfare.
Core
Values
A leader must
consider many core values and ethical principles
to ensure profitability and cordial working relationship with the stakeholders
and consumers. First, he must commit to responsible financial management by
eliminating fraudulent and misrepresentative activities. Second, the leadership
must respect and treat the customers or
co-workers with dignity. Most importantly, the manager should lead the
corporation in giving back to the society through various corporate social
responsibilities. The CSR engagements such as investments in local learning
institutions yield a win-win outcome.
I have core
values that are in line with the leadership and workplace ethics. It is hard to
be employed if the worker lacks the competency and skills. It is also notable
that most organizations focus on profitability. The main ingredients of success
are teamwork and workforce motivation,
but they are unattainable unless the firm has ethical policies and guidelines.
The manager monitors the employees to ensure they comply with such regulations.
The acceptable behavior is specifiable by the organization,
especially during the hiring process. The interviewers can even summarize their
expectation from the potential employees. In this regard, I always refrain from
harassing other using an unprofessional language when holding conversations
with colleagues and customers. A failure to adhere to the ethical codes of
conduct can result in firing or verbal warnings.
In summary, I
execute my job with integrity and honesty because my job entails financial
transactions and work management. I also refrain from sneakiness and gossip
during practice time thus taking
responsibility for my actions. The measures I consider for accountability
include timeliness and showing up during the workdays according to the human resource’s
schedule. If my engagements go wrong, I maintain professionalism and remain
truthful. I also collaborate with others during task execution. In the process,
I strengthen my relationship with the customers, supervisors, and peers. My goal is to set aside personal interests for
the attainment of the company’s aims and
objectives. Lastly, I am committed to strong work ethic and positivity. My core
values dictate my ethical direction because I refer to the corporate policies
while observing the attributes of a prominent
business leader and mentors keenly.
References
Cantrell, W., & Lucas, J. R. (2007). High-performance ethics:
10 timeless principles for next-generation leadership. Chicago: Tyndale
House Publishers, Inc.
Wilkens, S. (2011). Beyond bumper sticker ethics: An introduction
to theories of right and wrong. New York: Intervarsity Press.
