Stratleader bt w3 disc
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Jan 9, 2025
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Discussion 3Varsha PaulUniversity of the CumberlandsStrategic Leadership (BADM-645-B02)Prof. Alan Ferguson March 24, 2024Reading ReflectionLeadership implies a close bond between the intellect and the emotions and goes beyond a title or official position. A real leader needs to be brave enough to make unpopular choices when faced with hardship. This calls for emotional intelligence and empathy for its leaders in addition to intelligence and strategic thinking. Courage and ethical leadership go hand in hand because they both necessitate sticking up for what is right, even when it's tough or unpopular (Daft, 2022). Leaders that exhibit these traits encourage others to follow in their footsteps, fostering an environment of responsibility, honesty, and trust inside their businesses. To put it succinctly, leaders set an example by acting with integrity and a steadfast commitment to moral standards.Love and/or fear from leaders at workIn my professional experience, I have dealt with leaders in the office who have shown me both affection and terror. Team members might become more devoted, trustworthy, and motivated when they perceive their leader to be loving them (James, 2019). This can inspire employees to go above and beyond their responsibilities and foster a healthy work atmosphere. On the opposite side, worry, tension, and a decline in team morale can result from leaders instilling fear. I've discovered that, in reaction to these feelings, candid dialogue with leaders is essential for resolving any issues or criticism pertaining to their style of leadership. You can come out of challenging circumstances with mutual respect and understanding if you can communicate your thoughts and feelings in a productive way. It is crucial for leaders to strike a balance between upholding professional and equitable standards during decision-making processes and demonstrating empathy and compassion to their team members. Understanding how fear and love affect leadership dynamics can help firms foster a culture of trust where employees feel respected and accountable for their actions within the workplace ecosystem.1
Developing the emotional qualities of yourself and other people in the organization Developing our own and others' emotional intelligence is, in my opinion, essential to effective leadership as a leader. Strong bonds, encouraging teamwork, and developing trust among team members are all facilitated by emotional intelligence. I can lead with sincerity, empathy, and compassion if I can recognize my feelings and control them. This not only enables me to establish a stronger connection with my colleagues, but it also helps me foster a supportive and encouraging work atmosphere (Daft, 2022). I can also enable people in the workplace to speak more honestly, handle conflict in a constructive way, and adjust to change with resilience by helping them grow their emotional intelligence. In the end, making an investment in my mental health and that of my team not only increases our output as a whole but also fosters personal development and fulfilment at work.Is it legitimate argument from an ethical standpointA number of companies' CEOs, such as Sbarro, Blockbuster, and Hostess Brands (Twinkies), raised questions when they received large bonuses or raises just before their companies declared bankruptcy. These businesses have defended their activities in the face of criticism from stakeholders and the general public, claiming that financial incentives of this kind are essential to keeping top people during unpredictable and financially challenging times (James, 2019). While it's true that having capable leaders on board is essential for surviving uncertain times, it's also important to consider the ethical ramifications of highly compensated executives taking the helm of failed companies. This begs the question of whether these admirable bonuses are actually merited or if they are only making already-existing disparities among businesses experiencing financial challenges worse.Courage to resist this tendencyLeaders faced with high levels of stress and uncertainty often retreat to an authoritarian leadership style characterized by tight control and micromanagement. However, it is critical for leaders to recognize the detrimental effects this behavior can have on team morale and productivity. To counter this trend toward command-and-control leadership, leaders must develop courage through self-awareness and emotional intelligence. By acknowledging their own fears and insecurities during a crisis, leaders can better understand the root cause of their desire for control. Additionally, receiving feedback from trusted peers or mentors can provide valuable information that challenges authoritarian tendencies. Ultimately, finding the courage to resist authoritarian impulses requires open communication, building trust within the team, and a willingness to see vulnerability as a strength rather than a weakness.2
ReferencesDaft, R. L. (2022). The leadership experience. Cengage. James, H. (2019). Development of Professional Moral Courage. Professional Moral Courage in Nurse Executive Leadership. https://doi.org/10.1891/9780826136770.0009 Chapter 5 focused on Leadership Mind and Emotion. Daft (2023) focused on the importance of mental models in leadership. Leaders must learn to lead logically for issues to deal with the organization but learn to deal emotionally with follower issues (Daft, 2023). The leader's mindset and mental clarity are key to organizational success (Daft, 2023). Leaders who use their "heads and hearts" give followers a sense of meaning, making them feel valued and keeping morale high (Daft, 2023). Emotional intelligence is emphasized as vital for self-awareness (Daft, 2023). Self-awareness allows leaders to manage emotions and motivate themselves and others (Daft, 2023).Chapter 6 addresses the importance of integrity and ethical behavior in leadership (Daft, 2023). Leaders must learn to merge rational approaches to leadership with concern for people and ethics (Daft, 2023). The chapter explores the importance of leaders acting as role models to maintain integrity and honesty across the organization. Furthermore, how a leader distinguishes between right and wrong emphasizes the significance of fostering an ethical climate within the organization (Daft, 2023). Leaders must also be courageous when facing obstacles, including making ethical decisions or standing up against unethical conduct (Daft, 2023).A leader's perception of "love" or "fear" can significantly influence an employee's morale. When characterized as empathy and support, love can foster a nurturing work environment and potentially blur professional boundaries. The concept of love harkens back to earlier chapters where favoritism bias can cause organizational issues and accountability problems (Daft, 2023). Leaders must learn to strike a balance to ensure that their affections do not compromise the fair treatment of all team members.Developing my emotional qualities and those of my team members is very important. Leadership skills are essentially people skills, and people skills require emotional intelligence. Emotional intelligence includes self-awareness, self-regulation, motivation, empathy, and other social skills fundamental for enhancing team performance. By cultivating these qualities, a leader will build more cohesive, resilient, and, most importantly, more productive teams.Leaders receiving significant bonuses before a company files for bankruptcy or obtaining government bailouts in recent years is highly unethical. Retaining key managers during turbulent times is critical. However, retention, prioritized over the expense of a company's financial health, especially in the context of the organization's survival, prioritizes personal gain over the welfare of the company and its stakeholders. Ethical leadership requires a commitment to fairness and the well-being of ALL parties involved.3
The tendency for a leader to revert to an authoritarian leadership style during times of stress may be strong. However, this is precisely the reason why leaders must be courageous. Leaders must resist the tendency to force their views upon others by focusing on servant leadership and stewardship. This means that leads must prioritize the needs and development of their team members to foster an environment of trust and collaboration. Transparent and inclusive decision-making can help leaders navigate challenges without resorting to authoritarianism, which is ultimately more sustainable.ReferencesDaft, R. L. (2023). The Leadership Experience (8th ed.). Cengage Learning US. https://reader2.yuzu.com/books/9798214347325Throughout chapter 5 I learned about how to identify mental models and mindsets that guide your behavior and relationships. The first idea that I thought was very important was called the “mental model”. According to the author a mental model is “a theory a person holds about how something works in the world, the relationships among its parts, and its expected behavior” (Daft, 2023, P.169). The next thing that I thought was very important within this chapter was the term called “emotional intelligence”. According to the author emotional intelligence is “a person's ability to perceive, identify, understand, and successfully manage emotions in self and others” (Daft, 2023, P.179). The final thing that I am going to be talking about from this chapter is the process called “emotional contagion”. According to the author emotional contagion is “the process in which a person or group influences the emotions or behaviors of another person or group either consciously or unconsciously” (Daft, 2023, P.181). Throughout chapter 6 I learned about the importance of a leader's ability to distinguish between a rational leadership approach and one more focused on ethics and people. The first term that I thought was very important within this chapter was “moral awareness”. According to the author moral awareness is “an individual's recognition that a potential action or decision could affect the welfare or interests of self or others in a way that may conflict with ethical standards” (Daft, 2023, P.209). The next idea that I found very interesting was called “crimes of obedience”. According to the author, crimes of obedience are “actions performed in response to orders from superiors that are generally considered unethical or illegal by the larger community” (Daft, 2023, P.210). One term that I found very useful was called “preconventional level”. According to the author, the preconventional level is “the level of personal moral development in which individuals are egocentric and concerned with receiving external rewards and avoiding punishments” (Daft, 2023, P.215). The final thing that I will be talking about is called “workplace courage”. According to the author workplace courage is “the mental and moral strength to perform a relevant act for a worthy cause despite the threat of personal loss or pain” (Daft, 2023, P.224). I have not experienced love and fear for leaders at work that I have had previously. I think that you could have that at the same time because you could know them personally and be afraid of messing up and having to have them punish you. Yes, I think that leaders could 100% carry love too far and make negative results. The reason is because they could be very good friends with you, and since they are, you could expect more from them or let things slide when you shouldn’t, and the other employees will get mad at that. 4
I think that developing emotional qualities in me and other people is a great way to be an effective leader. When you are able to control your emotions and better yourself then your work will do better also. If you have a work environment made up of children, then you will have a different environment compared to mature adults. Not to say that all kids are rowdy and immature but on average they are. If you have an office of employees who are not getting along and are just out bursting at each other then it would be best for everybody to get themselves together and try to develop their EQ. This is just a funny thing, this is not ethical at all, and it is just an excuse for big companies to give their high up leaders money before they go bankrupt and magically don't have the money to pay their employees. When you go bankrupt, you don’t give money away, you save whatever you have. This is a way for high-up managers/CEO people to make a lot of money. It's shady to be honest and really says a lot about the company in my opinion. As a leader I would just already know not to be like that. The reason why I say that is because I have been in stressful situations and had bosses who made it worse because of how they acted. You must be able to get yourself under control and not be command and control style when things get tough otherwise your team will know that and not do as good as they could have done. I would take a step back and look at the situation and see what all needs to be done and what I can do to make it better. Reference:One of the most important leadership concepts from this week include the discussion of balancing and aligning the mind and heart. In my work, we often say we need to get the heart right first and then put the mind to work. Leaders may have several mental models that guide how they interpret variables and reactions to people and situations (Daft, 2023). Those mental models and the actions should follow a careful assessment of the heart and the mind. When leaders do not tend to those two first, they make decisions that are detrimental to others.The second chapter reviewed the essential elements of moral leadership. This aligns with being mindful of using morals and ethics as a guide in leading an organization. This is perhaps the one area where there is the most public exposure when there is a failure. The fall from grace of high-profile leaders usually stems from an unethical or immoral action. I would argue that this further stems from a misalignment of the heart and the mind.I have worked with leaders that led with love and with fear. Those who led with love were easier to follow because I felt valued and safe. I trusted their vested interest in doing the right things for the right reasons to move our collaborative efforts forward. Those who led with fear were miserable to work with and forced compliance through scare tactics. There is a balance to strike between leading with love and respect without fear. I think of it in terms of parenting. I love my girls and parent them with love leading the way. They also know that I will speak up and correct them when there is need to do so. Their receptiveness to correction is built upon the fact that they know it always comes from love. It is all about the relationship.Emotional intelligence has become a more prevalent part of leadership conversations in recent years. Successful leaders will possess a high level of emotional intelligence. They will 5
also provide opportunities for others to grow in their emotional intelligence. Again, this is linked to heart and mind alignment and leasing with love. An effective leader will recognize the interconnectedness of these critical aspects of leadership excellence.Many companies have been led by leaders that are provided large bonuses while they lead the organization into bankruptcy. Companies argue that the bonuses are necessary to retain leaders. I have difficulty understanding the rationale behind that investment given the return earned. It is more likely that the leader is controlling the narrative to a point where they push for the bonus knowing that the rest of the organization is woefully unaware of the coming demise. That is immoral and unethical.Leaders under stress may revert to more authoritarian methods of leadership. It is a protection and self-preservation response to what has likely been poor leadership up to that point. In my experience, this tends to happen when a leader has siloed into a small circle of influence without the emotional intelligence to discern from those who lead ethically and those who are self-serving to the demise of all others. The best way to avoid this type of switch is to set and model high moral and ethical standards. Being morally aware requires a leader to be sensitive to moral issues and provides internal guidance to interpret and respond when ethics are challenged (Daft, 2023). Lead with love, compassion, and empathy. Adhere to strong moral imperatives and do not allow the pressures of the role to alter the framework of leadership that provides the foundation of the organization’s success. Steadfast leaders will not only survive, but they will also thrive, regardless of the risk and fear.Daft, R. L. (2023). The Leadership Experience (8th ed.). Cengage Learning US. https://reader2.yuzu.com/books/9798214347325I enjoyed reading your post this week. I was specifically intrigued by your mention of soliciting feedback and candid conversations. These two concepts are often touted by leaders though few of them actually embrace them beyond the theoretical. In our organization, we often take surveys or participate in guided focus groups to provide feedback to leadership. There is never really any response or follow up to the feedback. For this reason, our survey participation rate is very low. It would be ideal if the feedback solicitation actually led to some candid conversations. More often than not, it does not. It has, in some ways, become a check box activity to mark done. There is no real intentionality behind the purpose, the task or the response. Over time, this is disheartening and leads to decreased morale. The true measure of leadership shows up in the response to authentic feedback and candid conversations.I completely agree with you when you talked about how leaders need to "understand how their actions affect other people is a critical component of empathy, which enables leaders to eschew control and promote cooperation and trust instead.". It is all about how you handle yourself. If you don't know how to compose yourself when the stakes are high, then you, as a leader, will need to figure out some way to do that. Maybe some people could just go away 6
for 5 minutes to collect yourself and then come back and bite the bullet and work through whatever is happening. Have a great rest of your weekend! Nice post. I agree with you that improving an ethical organizational culture involves various activities such as creating a code of conduct, holding frequent ethics training sessions, offering avenues for anonymous reporting of unethical behavior, and encouraging transparency in decision-making processes. An ethical culture ensures that the firm engages in operations that have optimal benefits for the stakeholders without harming them. I also agree with you that gaining emotional intelligence is important for a leader. It allows the leaders to understand their emotions and the feelings of other people, thus engaging in activities that will not harm them (Adigüzel & Kuloğlu, 2019). Emotional intelligence also increases the ability of the leader to change, based on the situation, to promote the performance of the team members and that of the entire organization.I have (and am) working with individuals who lead with fear and agree it is miserable to be under that type of leadership. The individual I am speaking of uses her authority in the high-level position she holds with her strong personality to enforce that fear to get her way. She has tried to use it on me, which hasn't worked, but I have watched her run off quality individuals because they do not want to deal with her leadership style. Those scare tactics are just not needed. It's a shame when we see these individuals leading with fear because they create that environment people don't want to work in, and as a result, lose good works, as what I have witnessed.Great post! In particular, the final paragraph. Some leaders may turn to authoritarian techniques when under pressure; these behaviors are frequently the result of a lack of emotional intelligence and moral discernment. A distorted understanding of ethical leadership might result from leaders isolating themselves from various viewpoints. Leaders must be aware of and maintain high moral and ethical standards to avoid this. Ethical leadership flourishes in an atmosphere that is nurtured by love, compassion, and empathy in leadership. Leaders who navigate problems with integrity and resilience promote the sustainability and success of their organization by adhering steadfastly to moral imperatives.Nice work! Addressing the second graduate-level query. I believe cultivating emotional intelligence is essential for proficient leadership. It fosters trust, collaboration, and solid connections among team members. By being aware of and controlling our emotions, we may create a supportive work atmosphere by leading with honesty, empathy, and compassion. Furthermore, we encourage open communication, positive conflict resolution, and adaptability to change by assisting others in developing their emotional intelligence. By putting mental health and career success first, investing in emotional intelligence increases productivity and promotes personal growth and joy.Leaders set the standard for ethics in their organizations by communicating, acting, and making choices. A culture of trust and respect is fostered and ethical behavior is modeled by 7
leaders who exhibit integrity, transparency, and responsibility. They follow moral guidelines and ethical standards in all facets of their leadership, putting the needs of stakeholders ahead of their interests. As opposed to this, unethical leaders compromise corporate ideals and act dishonestly, manipulatively, and exploitatively to further their agendas. Establishing a positive company culture, encouraging ethical behavior, and preserving stakeholders' trust and confidence all depend on leaders being able to distinguish between unethical and ethical behavior.Great post. You have presented interesting points about leaders and the impact they have in the workplace. I agree with you that emotional intelligence and empathy are essential for leaders. They help the leader to consider their feelings and those of people around them, thus creating a good relationship in the workplace (Ahsan, 2023). I like your example about how to deal with love and fear in the workplace. Employees who experience love from their leaders are inspired to go beyond their responsibilities, improving their performance. However, much love can affect the professional relationship between the leader and the employees in the workplace. This creates the need to put limits on how they love their subordinates to maintain optimal performance.Chapter 5. Leading with Head and HeartChapter 6. Courage and Moral LeadershipInitial Postings: Read and reflect on the assigned readings for the week. Then post what you thought was the most important concept(s), method(s), term(s), and/or any other thing that you felt was worthy of your understanding in each assigned textbook chapter.Your initial post should be based upon the assigned reading for the week, so the textbook should be a source listed in your reference section and cited within the body of the text. Other sources are not required but feel free to use them if they aid in your discussion.Also, provide a graduate-level response to each of the following questions:What does it mean to be a whole leader as described in the chapter? Can you give an example of a whole leader or nearly whole leader from your experience? Explain.The Wells Fargo Bank false accounts situation described in the chapter went on for years before being exposed. What is your explanation for why this unethical situation was not exposed earlier?Chapter 5: Leading with Head and HeartIn Chapter 5 of the assigned textbook, the focus is on the concept of leading with both rationality and emotion, highlighting the importance of integrating cognitive and affective elements in leadership. One of the key points discussed is the need for leaders to balance 8
analytical thinking (head) with empathy and emotional intelligence (heart) to effectively connect with and inspire their teams.Important Concepts/Terms:Emotional Intelligence (EI): The chapter emphasizes the significance of emotional intelligence in leadership, referring to the ability to recognize, understand, and manage one's own emotions as well as those of others. Leaders with high EI can navigate interpersonal relationships, motivate their teams, and make sound decisions based on emotional cues.Authentic Leadership: Authentic leadership is highlighted as a model that integrates personal values, beliefs, and emotions into leadership behaviors. Authentic leaders are genuine, transparent, and aligned with their principles, which fosters trust and credibility among followers.Empathy: Empathy, the ability to understand and share the feelings of others, is discussed as a crucial trait for effective leadership. Leaders who demonstrate empathy can connect with their team members on a deeper level, foster collaboration, and create a supportive work environment.Chapter 6: Courage and Moral LeadershipChapter 6 delves into the intersection of courage and moral leadership, exploring the role of courage in ethical decision-making and standing up for one's values and principles in the face of adversity. It underscores the importance of moral courage in upholding ethical standards and inspiring ethical behavior within organizations. Important Concepts/Terms:Moral Courage: Moral courage refers to the willingness to act ethically and uphold moral principles, even in challenging or risky situations. Leaders who possess moral courage demonstrate integrity, resilience, and a commitment to doing what is right, regardless of external pressures or personal consequences.Ethical Decision-Making: The chapter emphasizes the significance of ethical decision-making in leadership, highlighting the need for leaders to consider the ethical implications of their choices and prioritize ethical values over short-term gains or self-interest. Ethical leaders engage in thoughtful reflection, consult with stakeholders, and weigh the potential impacts of their decisions on various stakeholders.Organizational Culture: Organizational culture plays a crucial role in shaping ethical behavior and moral leadership within an organization. Leaders who cultivate a culture of transparency, accountability, and integrity set the tone for ethical conduct and create an environment where employees feel empowered to act ethically and speak up against wrongdoing.In summary, Chapters 5 and 6 underscore the importance of integrating emotional intelligence, empathy, moral courage, and ethical decision-making into leadership practices. Leaders who lead with both head and heart, demonstrate authenticity, and uphold moral principles contribute to positive organizational outcomes and foster a culture of trust, respect, and integrity. (Daft) Graduate Level ResponseBeing a whole leader, as described in the chapter, entails integrating both rationality and emotion in leadership practices, embodying authenticity, empathy, ethical decision-making, and moral courage. A whole leader is someone who leads with both their head and heart, demonstrating a balance between analytical thinking and emotional intelligence. They 9
possess a deep understanding of themselves and others, connect with their team members on a personal level, and inspire trust and confidence through their actions and decisions.An example of a whole leader from my experience would be my former manager, who exemplified the qualities of authenticity, empathy, and ethical leadership. She had a genuine interest in her team members' well-being and actively listened to their concerns, providing support and guidance when needed. She was transparent in her communication, openly discussing both successes and challenges, and soliciting feedback from her team to foster a culture of trust and collaboration. Additionally, she consistently demonstrated integrity in her decision-making, prioritizing ethical values and principles, even when faced with difficult situations. Her leadership style inspired loyalty and dedication among her team members, resulting in high morale and productivity. (Brown, 2018) Regarding the Wells Fargo Bank false accounts situation, there are several factors that may have contributed to the unethical behavior not being exposed earlier:Culture of Fear: There may have been a culture of fear within the organization, where employees felt pressure to meet unrealistic sales targets or face consequences such as job loss or reprimand. This fear could have discouraged employees from speaking up about unethical practices or reporting misconduct.Lack of Oversight: There may have been inadequate oversight and monitoring mechanisms in place to detect and prevent unethical behavior. If employees were not held accountable for their actions or if there were loopholes in the internal controls, it would have been easier for the misconduct to go unnoticed.Hierarchical Structure: The hierarchical structure of the organization may have contributed to a lack of transparency and accountability. If lower-level employees felt powerless to challenge the actions of their superiors or if there were communication barriers between different levels of management, unethical behavior could have persisted unchecked.Financial Incentives: The organization's compensation and incentive structures may have incentivized unethical behavior, such as opening unauthorized accounts, in order to meet sales targets and earn bonuses. Employees may have been motivated by financial rewards to engage in misconduct, especially if they perceived it as a means of advancing their careers or financial stability.Overall, the Wells Fargo Bank false accounts situation highlights the importance of fostering a culture of integrity, accountability, and transparency within organizations, as well as the need for robust oversight and ethical leadership to prevent and address unethical behavior. (Northouse) ReferencesBrown, B. (2018). Dare to Lead: Brave Work. Tough Conversations. Whole Hearts. Random House.Daft, R. L. (n.d.). The Leadership Experience.Northouse, P. G. (n.d.). Leadership: Theory and Practice (9th ed.). SAGE Publications.IntroductionFor this week’s content, we are discussing and reflecting on chapters five and six of our textbook, The Leadership Experience (Daft, 2023). Chapter five discusses what it means to use your head and heart as a leader, and chapter six discusses the role of courage and morality in leadership.10
Chapter Five: Leading with Head and HeartOf the topics covered in chapter five of our text, one that I found particularly interesting is the process of changing and expanding a leader’s mental model. The leader’s mindset is critical if an organization is going to find success. The leader must continuously change and develop their mental model to meet the changing needs of the organization and the environment (Daft, 2023).The mental model is a way for a leader to influence and recognize individuals, groups, or systems of varying characteristics, and this is not a one-size-fits-all aspect (Daft, 2023). Just because a leader develops their mental model and the organization finds success under it doesn’t mean they can stay complacent. This is an aspect that must be continuously developed and changed, which I believe reflects the qualities of an effective leader. There is always something to improve upon and to continue developing.Chapter Six: Courage and Moral LeadershipOf the topics covered in chapter six of our text, one that I found interesting was the levels of personal moral development. The first level is preconventional, which is acting in own self-interest, following rules to avoid punishment, and blindly following authority (Daft, 2023). The second level is conventional, referring to fulfilling the duties and obligations of the social system, upholding laws, and living up to others’ expectations (Daft, 2023). Finally, the third level is postconventional, which refers to following internalized justice principles, finding a balance between own concern and concern for others, and acts in a ethical and independent manner, regardless of what others expect (Daft, 2023). I found this interesting, because every leader must start somewhere, and may move up to the next stage after some development. It is interesting to me because I did not consider that moral behavior can be put into different levels as demonstrated here.A Whole LeaderA whole leader is someone who leads with both their head and their heart, meaning they possess both organizational skills and the ability to handle human issues (Daft, 2023). In today’s work environment, this involves issues such as giving people a sense of meaning and purpose, making employees feel valued, and boosting morale and motivation in the workplace (Daft, 2023). In other words, being a whole leader means that you can not only handle the objective business issues, but also the issues relating to employees, being a well-rounded leader.When I think of the concept of being a whole leader, someone who comes to mind is our university’s president, Dr. Cockrum. On the business side of things, our school is in a great financial position through his leadership. In a time where many colleges and universities are struggling or even having to shut their doors, Cumberlands is thriving. On the human side of things, not only is this a great place to go to school, but also a great place to work. I have had the opportunity to be at UC as both a student and employee, and Dr. Cockrum does a fantastic job taking care of UC’s people as well. I find that he is a great example of a whole leader, because not only does he take care of the university, but the individuals involved as well.11
Wells Fargo Bank ScandalI believe that this scandal was able to continue for such a long time because it was stemming from the top leadership and even the CEO. Through crimes of obedience (Daft, 2023), top management involved the employees in this scandal by requiring them to reach impossible sales goals. With top management and the CEO involved, everyone was on board with this unethical behavior, which is why there was not a stop put to it sooner. If it were just one or two lower-level employees, management likely would have caught on quick and put an end to it.ConclusionThrough this week’s discussion and reflection, we dissected chapters five and six of our text, including topics such as leading with the head and heart, and courage and morality in leadership. We also discussed what it means to be a whole leader, including examples, and past scandals involving crimes of obedience.ReferenceDaft, R. L. (2023). The leadership experience (8th ed.). Cengage Learning.Chapter 5: Leading with Head and HeartChapter 5 of The Leadership Experience by Richard L. Daft focuses on the integration both intellectual and emotional skills in leadership. This dual approach combines rational thinking with emotional intelligence to effectively guide companies. Mental models and systems thinking are critical for comprehending difficult organizational processes while also encouraging autonomous thinking and open-mindedness (Daft, 2023).Emotional intelligence, which includes self-awareness, self-management, social awareness, and relationship management, is essential for successful leading. Leaders with strong emotional intelligence establish an excellent work atmosphere, motivate employees, while building trust. The chapter also compares encouraging others through fear and love. Fear-based motivation might lead to cooperation, but it also limits innovation and trust. In contrast, love-based motivation provides a friendly and collaborative environment, encouraging employees to fully participate and contribute to the organization's success (Daft, 2023).Developing emotional behaviors is critical for effective leadership. Emotional intelligence promotes personal growth while additionally strengthening team relationships and company culture. Leaders have demonstrated me both affection and nervousness at work. For example, a previous boss used fear to drive results, resulting in a tense environment. My current boss, the marketing director of Pernod Ricard CCA, leads with empathy and support, creating a positive and productive work environment.Chapter 6: Courage and Moral Leadership12
Chapter 6 addresses moral leadership and the strength required to preserve ethical standards in difficult conditions. It underlines the importance of leaders making reasonable decisions while still maintaining a strong ethical sense. Ethical leaders are compassionate, truthful, and prioritize the greater good before their own interests. They establish ethical organizations by encouraging transparency, integrity, and honesty. (Daft, 2023).The chapter addresses the many stages of moral development and how leaders can improve their moral growth. Stewardship and servant leadership are concepts that emphasize helping others, which is critical for developing trust and cultivating an ethical culture inside companies. (Daft, 2023). Helping others should be considered a greater virtue than serving oneself because it encourages collective well-being and the organization's long-term success.Courage in leadership requires having the capacity to face and defeat fear, take risks, and fight for what is right. Courageous leaders embrace responsibility, make difficult choices, and maintain integrity even when faced with big challenges. Recognizing and developing others' courage is also critical for building a resilient and ethical company (Daft, 2023).Having the courage to avoid turning to an authoritarian approach under stress requires a leader to be self-aware and committed to ethical ideals. Developing a supportive network of trustworthy peers, as well as adopting mindfulness and stress management practices, may assist leaders keep a calm and logical mentality, allowing them to make deliberate and inclusive decisions even under pressure.Graduate-Level Questions1. What does it mean to be a whole leader as described in the chapter? Can you give an example of a whole leader or nearly whole leader from your experience? Explain.Being a whole leader means integrating both rational thinking and emotional intelligence to guide and inspire others effectively. A whole leader is self-aware, empathetic, and capable of managing relationships while maintaining a clear vision and strategic mindset. They are adaptable, open-minded, and able to balance the needs of the organization with the well-being of their team members (Daft, 2023).My current boss, the marketing director of Pernod Ricard Caribbean and Central America, is an example of a true leader in my experience. She embodies the traits of a complete leader because of her extraordinary ability to blend strategic thinking with emotional intelligence. She is highly self-aware, recognizes her own strengths and places for improvement, and proactively seeks feedback to improve. Her empathy enables her to bond with teammates on a personal level, resulting in a supportive and encouraging work atmosphere. Her ethical leadership, honesty, fairness, and open-mindedness promotes creativity and collaboration. This combination of intellect and emotion has earned her the respect and trust of those she leads, making her an almost whole leader in every way.13
2. The Wells Fargo Bank false accounts situation described in the chapter went on for years before being exposed. What is your explanation for why this unethical situation was not exposed earlier?The Wells Fargo Bank fake accounts controversy lasted for years due to a number of circumstances that delayed the release of unethical behavior. One major cause was the pressure from leaders to achieve unrealistic sales objectives. Employees were incentivized to open prohibited accounts in order to attain these goals, fostering an environment in which unethical activity was normalized and even supported. (Daft, 2023).Another driver was the organizational culture of fear-based management. Employees were concerned about punishment or losing their jobs if they reported the misconduct. This fear prevented reporting, allowing unethical behavior to go under the radar. The lack of strong internal controls and supervision significantly aggravated the problem. Management either ignored or failed to establish necessary steps to identify and deal with fraudulent activity.Furthermore, senior leadership's ethical climate played an important impact. When CEOs highlight money over ethical behavior, it creates a culture that dominates the company's operations. In Wells Fargo's instance, the focus on short-term financial advantages overtook the necessity of preserving ethical standards, enabling the misconduct to continue until it was eventually revealed through external investigations. (Daft, 2023).ReferencesDaft, R. L. (2023). The leadership experience (8th ed.). Cengage Learning.14