A moral person is characterized by personality traits such as honesty, integrity, and trustworthiness. A moral manager displays these same characteristics, but also helps put ethics and values at the forefront of their leadership.
A moral person is characterized by personality traits such as honesty, integrity, and trustworthiness. A moral manager displays these same characteristics, but also helps put ethics and values at the forefront of their leadership.
A moral person is characterized by personality traits such as honesty, integrity, and trustworthiness. A moral manager displays these same characteristics, but also helps put ethics and values at the forefront of their leadership.
What advice would you give a leader to help him/her demonstrate he/she
is a moral person? A moral manager?
I would first start with a quote from Trevino, Hartman, and Brown (2000), which states that A reputation for ethical leadership rests upon two essential pillars: perceptions of you as both a moral person and a moral manager (p. 128). I think it is important for a leader to understand that just being a moral person or just being a moral manager alone is not enough, but a marriage of the two is whats key. A moral person is characterized by personality traits that have been identified with morality, most notably honesty, integrity, and trustworthiness (Trevino et al., 2000). Whereas a moral manager displays these same characteristics, but also helps put ethics and values at the forefront of their leadership. I would encourage a leader to first identify what they hold dear as to their own morals, ethics, and values. I would encourage the leader to determine how these can be referenced at work and encourage them to let their moral compass show at work. I would also advise a leader to ensure they are following the same moral temperaments at home and at work to ensure there is no mixed message to their constituents. To help demonstrate that he or she is a moral manager, I would encourage a leader to reflect back on previous leaders who they felt modeled ethical leadership well (Brown & Trevino, 2006). It is possible that the leader may be able to model their own management or leadership style after that leader. I would encourage the leader to be vocal about their personal ethics as a manager, but also to verbalize the ethics of their organization and how their constituents could play into those ethics. I would encourage the leader to identify ways of highlighting good moral behavior and ways to diminish poor moral behavior. I would advise the leader to work with their constituents to think beyond themselves to identify who they are serving and how ethical decisions might impact that service. If the leader is struggling in knowing whether they are truly demonstrating their morality as a person or manager, I would encourage them to ask those around them. A good judge of someones moral compass might be those they spend the most time with, like family or close friends. A good judge of managers morality would likely be a close constituent within the work place. Getting a real sense of how they portray themselves may provide the ammunition necessary to help the leader make some changes in their personal or work lives. Likewise, getting some feedback as to what constituents within the leadership relationship want from a moral manager will likely give the leader some direction as to how to improve their leadership or management on the moral level. Works Cited Brown, M.E., & Trevino, L.K. (2006). Ethical leadership: A review and future directions, Leadership Quarterly, 17, 595-616. doi: 10.1016/j.leaqua.2006.10.004
Trevino, L.K., Hartman, L.P., & Brown, M. (2000). Moral person and Moral Manager: HOW EXECUTIVES DEVELOP A REPUTATION FOR ETHICAL LEADERSHIP. California Management Review, 42(4), 128142. Retrieved from