Last week, in Part 1 of this Assignment, you defined what it means to be an authentic, emotionally intelligent, inclusive manager and identified your core beliefs and values. This week, for Part 2 of the Assignment, you will reflect on your personal and professional values, analyze how your values inform your managerial ethics, and develop a personal code of ethics to guide decision making and behavior in a managerial role. Additionally, you will explore how you will use these ethics in influencing positive social change.
To complete Part 2 of the Assignment, you will assume the role of a manager in the following scenario:
Your peer mentoring group for managers held its first meeting last week, during which you and other managers shared your thoughts on authenticity, equity, inclusivity, and how your values and beliefs have been shaped throughout your life.
At the end of the meeting, your master mentor explained that each of you will now use these thoughts and reflections to 1) develop your personal code of ethics and 2) use your skills and abilities to influence positive social change.
As you prepare your write-up, be sure to cover all items outlined, including the incorporation of references to appropriate academic sources, such as those found in the Learning Resources or those in the Walden Library.
To prepare for this Assignment:
- Reflect on the definitions you described last week, as well as the values and beliefs you identified. Consider how these ideas might combine to form your personal code of ethics as a manager.
- Additionally, consider how you might use this personal code of ethics, as well as other management and leadership skills (e.g., authentic leadership, emotional intelligence) to be an effective agent for positive social change.
- Locate at least two examples of personal codes of ethics (or codes of conduct) online.
BY DAY 7
Submit your 3- to 5-page write-up, being sure to address all components within each of the following sections:
Analyzing Others’ Personal Codes of Ethics
- Analyze the personal codes of ethics of other individuals. Address the following:
- Select two examples of personal codes of ethics (or codes of conduct) that you located online and attach them as appendices to your paper.
- For each example, identify at least two specific aspects that resonate with you and/or that you would find helpful in guiding behavior as a manager. Additionally, for each example, provide at least one specific area that you believe could be improved.
Creating Your Personal Code of Ethics
- Create your personal code of ethics. Address the following:
- Identify 3–5 core beliefs, values, or principles that will guide your behavior and decision making as a manager.
- Propose 2–3 specific behaviors for each belief, value, or principle to show how they are demonstrated in action. (Note: Behaviors are specific actions that are observable by others.) Begin each proposed behavior with the phrase “I will…”
- Reflecting on your past experiences when you have had to make ethical choices, how will having a clearly defined personal code of ethics help you clarify your choices and make your decisions in the future?
You as a Change Agent
- Propose how you will use your code of ethics to be an even more effective agent for positive social change. Be sure to include specific examples and details to support your assertion.
- Describe how using your emotional intelligence, as well as other management and leadership skills, can help you be more effective as a change agent. Be sure to include specific examples and details to support your assertion.
Refer to the Week 8 Assignment Rubric for specific grading elements and criteria. Your Instructor will use this grading rubric to assess your work.
RESOURCES
https://www.indeed.com/career-advice/career-development/create-code-of-ethics
https://www.businessnewsdaily.com/5537-how-to-be-ethical-leader.html
Digital Article
Business Ethics
The Psychology Behind Unethical Behavior Understanding it can help keep your worst impulses in check. by Merete Wedell-Wedellsborg
This document is authorized for use only by Yaina Delgado in Mgng People & Promoting Collab-Fall 2023 at Walden University (Canvas), 2023.
The Psychology Behind Unethical Behavior
Understanding it can help keep your worst impulses in check. by Merete Wedell-Wedellsborg
Published on HBR.org / April 12, 2019 / Reprint H04W3A
Ivan/Getty Images
On a warm evening after a strategy off-site, a team of executives arrives
at a well-known local restaurant. The group is looking forward to having
dinner together, but the CEO is not happy about the table and demands
a change. “This isn’t the one that my assistant usually reserves for me,”
he says. A young waiter quickly finds the manager who explains that
there are no other tables available.
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The group tries to move on but is once again interrupted by the CEO.
“Am I the only one annoyed by the view? Why is there construction
happening today?” he demands to know. The waiter tries to explain, but
to no avail. “You really need to up your game here,” the CEO replies. The
air is thick with tension. After the waiter walks away, someone makes
a joke about the man’s competence. This seems to please the CEO, who
responds with his own derogatory quip. The group laughs.
If you were present at that dinner would you let the CEO know that you
disapprove of his language and behavior? Would you try to set a better
example? Or stay silent?
This scene encapsulates three psychological dynamics that lead to
crossing ethical lines. First, there’s omnipotence: when someone
feels so aggrandized and entitled that they believe the rules of
decent behavior don’t apply to them. Second, we have cultural
numbness: when others play along and gradually begin to accept and
embody deviant norms. Finally, we see justified neglect: when people
don’t speak up about ethical breaches because they are thinking of more
immediate rewards such as staying on a good footing with the powerful.
The same dynamics come into play when much bigger lines get crossed
in the corporate arena: allegations of corruption at Nissan, sexual
harassment charges in the media sector, privacy breaches at Facebook,
money laundering in the financial sector, and pharmaceuticals’ role in
the opioid crisis.
While it is hard, if not impossible, to find evidence that leaders in
general have become less ethical over the years, some are sounding
the alarm. Warren Buffett, explaining Berkshire Hathaway’s practices in
the annual letter shareholders, notes that he and vice chairman Charlie
Munger
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“…have seen all sorts of bad corporate behavior, both accounting
and operational, induced by the desire of management to meet Wall
Street expectations. What starts as an ‘innocent’ fudge in order to not
disappoint ‘the Street’ — say, trade-loading at quarter-end, turning
a blind eye to rising insurance losses, or drawing down a ‘cookie-jar’
reserve — can become the first step toward full-fledged fraud.”
Buffett’s note is important because it’s really about the majority
of us: neither saints nor criminals but well-meaning leaders who
sometimes fail to consult their moral compass while speeding ahead
in a landscape full of tripwires and pitfalls. For that majority, moral
leadership is not simply a question of acting in good or bad faith. It is
about navigating the vast space in between.
So how do you know when you, or your team, is on the road to an
ethical lapse? Here’s more on how to identify omnipotence, cultural
numbness, and justified neglect in yourself and on your team, and a few
tips on fighting each dynamic:
Omnipotence. Many moral lapses can be traced back to this feeling
that you are invincible, untouchable, and hyper-capable, which can
energize and create a sense of elation. To the omnipotent leader, rules
and norms are meant for everyone but them. Crossing a line feels less
like a transgression and more like what they are owed. They feel they
have the right to skip or redraw the lines. In the dinner party example
above, it is no coincidence that the CEO’s entitled and condescending
behavior comes after a day of strategizing and masterminding the next
big moves.
Omnipotence is not all bad. Sometimes the rush you get from bold
action is what’s required to make breakthroughs or real progress.
But, the higher you climb on the ladder, the more it can become a
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liability. This is especially true if fewer and fewer of the people around
you are willing and able to keep you grounded. If no one tells you
“no,” you have a problem. One way to gauge whether you’ve reached
“peak omnipotence” is if your decisions are met only with applause,
deference, and silence.
The psychological counterweight to omnipotence is owning your
flaws. It’s a mature capability to look in the mirror and recognize that
you are not above it all. Especially if you’re in a leadership position,
assume you have weaknesses and think about them regularly.
Sometimes, you’ll need help with this. The best performing executives
I see have close colleagues, friends, coaches, or mentors who dare to
tell them the truth about their performance and judgment. You should
cultivate a similar group of trusted peers who will tell you the truth
even when it is unpleasant. In addition, make sure to encourage an
“obligation to dissent” among your core team.
Cultural numbness. No matter how principled you are, you must
recognize that, over time, the bearings of your moral compass will shift
toward the culture of your organization or team.
From my work with police and military units infiltrating criminal
groups, I have seen examples of how cultural numbness makes leaders
cross lines. It usually starts subtly. Officers need to get to know and
infiltrate a new culture. They need to fit in by speaking the language,
acting according to code, and dressing to fit in. But, in doing that, they
risk going too far — mimicking the culture of the gang members they
are out to stop and getting caught up in a group’s values system.
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The same kind of “moral capture” takes place in companies, not
overnight, but gradually. Psychologically, you’re making a trade-off
between fitting into the culture and staying true to what you value.
At first, cultural numbness can take the shape of ironic distance or
disillusioned resignation when there is a discrepancy between the
two, or between the ideals your company espouses and what you see
demonstrated and rewarded. But the mind needs resolution. So, over
time, you stop noticing when offensive language becomes the norm or
you start to behave in ways that you would never have expected to be
part of your repertoire.
Cultural numbness is where I have seen the most severe breakdowns
in ethical leadership because it’s so hard to detect. Leaders who have
crossed a line never describe this as a clear choice on that path but as
wandering down a muddy road, where there they lost track of what was
right and wrong. They describe a process where they became numb to
others’ language and behavior and then to their own and lost their sense
of objectivity. In essence, their warning bells simply stopped ringing.
So, start looking out for signs of moral capture: those brief moments
when you don’t recognize yourself and any other indications that
you are subjecting your own personal agency to the deviant norms of
the collective. Another regular gut-check you can use involves asking
whether you would be comfortable telling a journalist or a judge about
what’s going on.
At the same time, you can’t always trust yourself in these situations. As
with omnipotence, it can help to get an outsider’s perspective, turning
to a trusted friend or family member, who might be able to detect
changes in you that you are not able to see. Also remember to regularly
extract yourself from your organization to compare and contrast its
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culture with others and remind yourself that the rest of the world may
not work the same way.
Justified neglect. The human mind is skilled at justifying minor
incursions when there is a tangible reward at stake — and when the
risk of getting caught is low.
On the production line of a pharmaceutical company, for example, a
hurried lab assistant forgets to remove all of her makeup. A speck of
mascara accidentally drops into a batch of medicine large enough to
serve a mid-sized country for a year. For a brief moment, the miniscule
impurity draws a thin, yellowish color trail, but then it is gone,
impossible to detect. The medicine is life-saving and very valuable, with
just a hint of makeup that’s probably harmless.
Would you report the incident? If you were a manager who was quietly
asked what to do, would you destroy the batch? Would you change
your mind knowing that patients might suffer or even die from a serious
production delay? Would your ballooning production budget and the
tenuous financial situation of your company factor into your decision?
Would you push the problem up to your superiors knowing that those
with a greater stake in the outcome might turn a blind eye to the
incident?
Many leaders have faced a choice between getting the reward or doing
the right thing. The slippery slope starts right when you begin to
rationalize actions and tell yourself and others, “This is an exceptional
situation,” or “We have to bend the rules a little to get things done here,”
or “We are here to make money, not to do charity.”
These initial slips cascade into more, which turn into habits you know
are bad but which start to feel excusable and even acceptable, given
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the circumstances, and eventually, become part of your moral fabric. It
is hard to pinpoint exactly when an important line is crossed, but it’s
much easier to course-correct at the very start of the slippery slope than
when you are gliding full speed away from what is right.
Remember that power corrodes more than it corrupts, often as a
result of clever justifications of ethical neglect. You can combat this
psychological dynamic by creating formal and social contracts that
obligate both you and your colleagues to do right; rewarding ethical
behavior; and defining and sharing your boundaries. The latter could be
as simple as making a list of things you will not do for profit or pleasure,
keeping it in a convenient place to read regularly, and occasionally
showing it to your team as a reminder.
• • •
The reality is that, for many leaders, there is no true straight-and-
narrow path to follow. You beat the path as you go. Therefore, ethical
leadership relies a lot on your personal judgment. Because of this, the
moral or ethical dilemmas you experience may feel solitary or taboo —
struggles you don’t want to let your peers know about. It can sometimes
feel shameful to admit that you feel torn or unsure about how to
proceed. But you have to recognize that this is part of work life and
should be addressed in a direct and open way.
Even though most companies have some cultural and structural
checks and balances, including values statements, CSR guidelines, and
even whistleblower functions, leaders must also be mindful of the
psychological conditions that push people — including themselves — to
cross ethical lines. Understanding the dangers of omnipotence, cultural
numbness, and justified neglect are like installing the first few warning
signs on the long road of your career. You will inevitably hit some
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bumps, but the more prepared you are to handle them, the likelier you
are to keep your integrity intact.
This article was originally published online on April 12, 2019.
Merete Wedell-Wedellsborg runs her own business psychology practice with clients in the financial, pharmaceutical, and defense sectors, as well as family offices. Merete holds a Ph.D. in Business Economics from Copenhagen Business School and an M.A. in Psychology from University of Copenhagen (Clinical Psychology). She is the author of the book Battle Mind: How to Navigate in Chaos and Perform Under Pressure.
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- The Psychology Behind Unethical Behavior
- Conclusion
- AUTHOR
- Merete Wedell-Wedellsborg
,
Week 8 Assignment:
Being an Authentic, Equitable, and Inclusive Manager, Part 2
Prepared by: Replace this text with your name.
Date: Replace this text with the submission date.
Walden University
WMBA 6010: Managing People and Promoting Collaboration
Analyzing Others’ Personal Codes of Ethics
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Creating Your Personal Code of Ethics
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You as a Change Agent
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[Sub-Heading]
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References
[Please delete this note before submitting your Assignment. For more information about formatting your reference list, please visit the following site: https://academicguides.waldenu.edu/writingcenter/apa/references .]
Include appropriately formatted references to support your Assignment. Refer to the Assignment guidelines for further information on the requirements.
Page 5 of 15
,
Week 7 Assignment: Being an Authentic, Equitable, and Inclusive Manager, Part 1
Prepared by: Yaina Delgado
Date: 10/22/2023
Walden University
WMBA 6010: Managing People and Promoting Collaboration
Authenticity, Equity, and Inclusivity
Authenticity as a Manager
In a management capacity, authenticity is critical for developing strong and productive connections with your team. When you are true and authentic to yourself, you tend to speak honestly and openly, which allows your staff to think of you as a relatable and genuine person. Because your team understands they can rely on your words and actions, openness fosters confidence and credibility. Admitting your mistakes shows humility and a commitment to learn and improve, which may set a good example for your colleagues. When appropriate, displaying vulnerability humanizes you in the eyes of your colleagues and can lead to more meaningful interactions (Link, 2019). Essentially, authenticity fosters an environment in which your team members feel comfortable expressing themselves, which may lead to improved cooperation and a more engaged workforce.
Another important part of authenticity is consistency. Being consistent in your values, ideals, and behaviors instills trust and consistency in your management style. When your staff understands what to anticipate from you, they feel more secure and motivated. Lastly, being authentic does not mean being flawless; it implies being responsible, accessible, and genuine in one’s actions. It is also about being such a leader who is reliable. This eventually leads to a more peaceful and productive workplace.
Inclusivity and Equity in the Workplace
An equitable and inclusive firm is one in which all workers are treated correspondingly. Equality and inclusivity go beyond just following the law; they develop an environment in which all individuals have equal chances for development and growth (Finkelstein, 2017). A diverse recruiting strategy, adjustments for workers with disabilities, and cultivating an environment where varied views are heard and respected are all characteristics of an inclusive workplace. For instance, at my previous employment, we created a mentorship program in order to assist underrepresented workers, which boosted their progress within the company.
The Role of a Manager in Promoting Authenticity, Equity, and Inclusivity
A manager plays a central role in fostering authenticity, equity, and inclusivity within their team. One fundamental aspect of this is leading by example. When a manager exhibits authenticity by being real and true to themselves, the team follows suit (Parnes, 2019). It fosters an environment in which team members may freely share their opinions, ideas, and issues without fear of being judged. Encourage open and honest communication to ensure that varied opinions are heard and respected, so contributing to an equitable workplace.
Furthermore, a manager must be active in resolving any concerns of bias or discrimination in a timely and effective manner. This involves not only addressing incidents when they occur but also taking preventive measures to minimize biases within the team (Parnes, 2019). By providing equal growth opportunities, recognizing and rewarding talent irrespective of background or characteristics, and promoting diversity and inclusion in hiring and advancement, a manager helps establish a fair and equitable work environment that encourages authenticity.
Moreover, a manager's responsibility extends to implementing inclusive policies and practices. This could involve adopting flexible work arrangements that accommodate different needs, such as those of parents, individuals with disabilities, or people with diverse cultural backgrounds. Organizing workshops on diversity, unconscious bias, and inclusion can also be helpful in enhancing awareness and promoting the principles of inclusivity and equity (Parnes, 2019). The main purpose is to develop a firm where all members feel that they belong to a company where their individual skills are valued genuinely. In this way, it leads to enhanced problem-solving skills, creativity, innovation, and team performance.
Core Beliefs and Values
One of my main beliefs, integrity, serves as the cornerstone of my managerial strategy. It directs my decisions and activities, emphasizing the value of honesty, openness, and ethical behavior. Integrity, in my opinion, is the foundation of a manager's reputation and reliability (Peng, 2023). By continuously upholding a high level of integrity, I set a standard for my team, which developed an atmosphere in which ethical behavior is not just required but profoundly engrained in the team's culture. It improves trust, respect, and an impression of safety among team members. This allows them to work efficiently while also feeling secure that their boss is acting in their best interests.
Empathy is another critical component of my managerial philosophy. It enables me to engage with my staff on a deeper level, comprehending their distinct wants, problems, and emotions. I can establish a helpful and loving work atmosphere where individuals are respected and valued by honestly caring about my team members. This not only boosts team morale but also enables team members to work at their best since they know their boss understands their difficulties and is eager to give direction and assistance (Yalçın, 2020). Empathy fosters solid connections and fosters an inclusive culture in which each team member's voice is respected and their well-being is prioritized, resulting in a more peaceful and productive workplace. Moreover, by instilling a commitment to continuous improvement, I encourage my team to embrace change, adapt, and pursue ongoing development. This growth mindset fosters innovation and a willingness to learn from failures and successes, ultimately leading to a more resilient and agile team that can navigate challenges and seize opportunities effectively (Sergey, Boris, & Nadiia, 2020).
Influence of Values and Beliefs on Workplace Behavior
These values and beliefs significantly influence my workplace behavior. For instance, my commitment to integrity ensures that I am consistent in my actions and decisions, which fosters trust among my team members. My empa