Monday, February 10, 2020


(A) ETHICS AND (B) LEADERSHIP IN TEAMS - Case Study Example Satisfying all stakeholders at the same time is practically impossible. Besides, the idea is not consistent with organizational goals and profitability. â€Å"By having â€Å"the right values† or being a person of â€Å"strong character,† the ethical leader can set the example for others and withstand any temptations that may occur along the way† (Freeman and Stewart, 2006, p. 2). 2. Leaders have to rely on subjective judgments in order to balance the interests and competing values. Although the principles of ethics outline the work concepts (Chapman, 2010), yet there is no well defined criteria of ethical considerations in decisions. Every stakeholder interprets ethics in such a way that it safeguards his interests. The subjectivity of judgments originates in lack of objectivity of ethical considerations. â€Å"We are rethinking how we lead, by placing less emphasis on carrots and sticks and more on inspiration, and putting humanity at the center of our organizations† (Seidman, 2010). All that is stipulated is laws and regulations that have to be respected while making decisions. Respecting the laws, all judgments that are made about accountability, rights, and social relationships have to be subjective. 3. Teamwork promotes learning more than individual work (Fleming, 2007). In this process, four fundamental stages apply. First is assessment, second is planning, third is execution, and fourth is analysis of outcome and modification. Whenever a team assembles for some task that is important for the achievement of organizational goals, the team conducts feasibility studies and assesses the positive and negative outcomes of the actions they are about to undertake. At this stage, there is a lot of subjectivity in the assessment of risks and opportunities because they are yet to materialize. This stage is followed by planning in which the leaders decide the course of action they would adopt in order to achieve the target. While planning,

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