Chapter 6 - Leadership and values. This chapter reviews evidence regarding the relationship between values and leadership. Values are constructs that represent general sets of behaviors or states of affairs that individuals consider to be important, and they are a central part of a leader's psychological makeup. | CHAPTER SIX Leadership and Values The Relative Importance People Place On Values Terminal Values Instrumental Values An exciting life Being courageous A sense of accomplishment Being helpful Family security Being honest Inner harmony Being imaginative Social recognition Being logical Friendship Being responsible Some Influences On the Development Of Personal Values Personal Value System Parents Media Technology Religion Education Peers Intelligence Personality Traits and Preferences The Building Blocks Of Skills Values Interests Motives/Goals Knowledge Experience Skills/ Competencies Developmental Levels Of Moral Reasoning Preconventional - the level in which a person’s criteria for moral behavior are based primarily on self-interest Conventional - the level the criteria for moral behavior are based primarily on gaining others’ approval Postconventional - the level in which the criteria are based on universal, abstract principles that may even transcend the laws of a particular society Stages Of Moral Reasoning Preconventional Level Stage 1: “Bad” behavior is that which is punished. Stage 2: “Good” behavior is that which is concretely rewarded. Conventional Level Stage 3: “Good” behavior is that which is approved by others; “bad” behavior is that which is disapproved by others. Stages Of Moral Reasoning continued Conventional Level Stage 4: “Good” behavior conforms to standards set by social institutions; transgressions lead to feelings of guilt or dishonor. Postconventional Stage 5: “Good” behavior conforms to community standards set through democratic participation; concern with maintaining self-respect and the respect of equals Stage 6: “Good” behavior is a matter of individual conscience based on responsibly chosen commitments to ethical principles. Perceptions Of Unethical Business Practices Actions That May Be Legal But Unethical Scapegoating personal failures. Shirking unpleasant responsibilities. Knowingly making unreasonable demands of others. Breaking promises. Slacking off. Favoring friends for desirable assignments when others are more qualified. How Good People Justify Doing Bad Things Moral justification Euphemistic labeling Advantageous comparison Displacement of responsibility How Good People Justify Doing Bad Things, continued Diffusion of responsibility Disregard or distortion of consequences Dehumanization Attribution of blame The Narrow Band of Acceptable Behavior Traditional feminine behavior Traditional masculine behavior My characteristics as a leader This organization’s stereotype of effective leadership Narrow Bands of Acceptable Behavior | CHAPTER SIX Leadership and Values The Relative Importance People Place On Values Terminal Values Instrumental Values An exciting life Being courageous A sense of accomplishment Being helpful Family security Being honest Inner harmony Being imaginative Social recognition Being logical Friendship Being responsible Some Influences On the Development Of Personal Values Personal Value System Parents Media Technology Religion Education Peers Intelligence Personality Traits and Preferences The Building Blocks Of Skills Values Interests Motives/Goals Knowledge Experience Skills/ Competencies Developmental Levels Of Moral Reasoning Preconventional - the level in which a person’s criteria for moral behavior are based primarily on self-interest Conventional - the level the criteria for moral behavior are based primarily on gaining others’ approval Postconventional - the level in which the criteria are based on universal, abstract principles that may even transcend the laws of a particular .
