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Team leadershipAnd

ethical leadership

Submitted to: Prof. Margie Parikh

Submitted by : Kaustubh Deshmukh - 1915

Jiger Mulchandani 1929

Krupa Ashara 1947Nipun Bhatiya 1951

Shivanshi Pandey - 1984

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Basics

Team : They are organizational groups

composed of members who are

Interdependent

Share common goals

Must co-ordinate their activities to accomplish

these goals

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Leadership:

John Maxwell sums up his definition of leadership

as "leadership is influence - nothing more,nothing less."

This moves beyond the position defining theleader, to looking at the ability of the leader toinfluence others - both those who would considerthemselves followers, and those outside thatcircle. Indirectly, it also builds in leadership

character, since without maintaining integrity andtrustworthiness, the capability to influence willdisappear.

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Timeline

1920-1930s: study of groups begins with focuson human relations

1940s: focus shifts to study of group dynamics

and social science theory 1950s: focus moves to sensitivity training and

T-groups

1960s-1970s: the era of organizationaldevelopment focused with developing teamand leadership effectiveness

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1980s: competition from Japan encouraged

focus on quality teams

1990s: the rise of global perspective

2000s: focus on team variables and focus no

longer just on outcome

Current research is investigating the role of

affective, behavioral and cognitive processes

in team success and viability

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Team leadership model

The model points out that:

Leader is responsible for team effectiveness

Helps leader in diagnosing and correct team

problems Effective leadership begins with a mental model

of the situation to be developed by the leader

In order to respond to the problem as identifiedin the model, a leader should be behaviorallyflexible

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continued

Effective team leaders are able to constructaccurate mental models of team problems

and can act effectively

The group effectiveness should not beaffected by the problem solving process

Plus, leaders must use discretion about which

problems need intervention and which dont

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Hills model for team leadership

Leadership decisions

Monitor or take action

Task

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McGraths critical leadership functions

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Leadership

Actions

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Internal task leadership actions

Goal focusing (clarifying, gaining agreement)

Structuring for results (planning, visioning,organizing, clarifying roles, delegating)

Facilitating decision making (informing, controlling,coordinating, mediating, synthesizing, issue focusing)

Training team members in task skills (educating,developing)

Maintaining standards of excellence (assessing teamand individual performance, confronting inadequateperformance)

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Internal relational leadership action

Coaching team memebers in interpersonal skills

Collaborative (including, involving)

Managing conflict and power issues (avoidingconfrontation, questioning ideas)

Building commitment and espirit de corpse (beingoptimistic, innovating, envisioning, socializing,rewarding, recognizing)

Satisfying individual member needs (trusting,

supporting, advocating) Modelling ethical and principled practices (fair,

consistent, normative)

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External environment leadership

actions

Networking and forming alliances in environment (gather

information, increase influence)

Advocating and representing team to environment

Negotiating upward to secure necessary resources,support, and recognotion of the team

Buffering team members from environmental

distractions

Assessing environmental indicators of teams

effectiveness

Sharing relevant environmental information with team

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Team

Effectiveness

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Criteria necessary for Effectiveness

Hackman & Walton

Larson & LaFasto

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Characteristics of team excellence(Larson & Lafasto)

Clear, Elevating Goal

Results-Driven Structure

Competent Team Members

1) Right number and mix of members

2) Information, training3) Technical skills

4) Interpersonal skills

5) Openness

6) Supportiveness

7)Action orientation8) Positive personal Style

9) Ability to do The job well

10)Problem Solving ability

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Unified Commitment

Collaborative Climate facilitated by:

Making communication safe

Demanding and rewarding collaborative behavior

Guiding the teams problem-solving efforts

Managing ones own control needs

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Standards of Excellence- Accomplished through:

- Requiring results

- Reviewing results

- Rewarding results

External Support and Recognition

Principled Leadership: Influences team effectiveness through four sets of

processes

Cognitive

Motivational

Affective

Integrative

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Conditions of Group Effectiveness(Hackman &Walton)

Clear engaging direction

Enabling structure

Enabling context Adequate material resources

Expert coaching

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How does the model Work???

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Strengths

Provides answers to what constitutes excellent teams

Provides a cognitive guide that assists leaders in designing and

maintaining effective teams

Recognizes the changing role of leaders and followers in

organizations

Can be used as a tool in group leader selection

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Criticisms

Complete model has not been totally supported or tested

May not be practical as the model is complex and

doesnt provide easy answers for difficult leader decisions

Fails to provide much guidance for handling everyday

interactions and complications of team management

More focus required on how to teach and provide skill

development in areas of diagnosis and action

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ETHICAL LEADERSHIP

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Contents

What is Ethics? Ethical theory

Centrality of Ethics to Leadership

Heifetzs, Burns, Greenleafs perspective on Ethicalleadership

Principles of Ethical leadership :

Respect, Serve, Honesty, Justice, Communitybuilding.

Strengths, Criticism, Application

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What is Ethics?

Is a derivative of the Greek word ethos, meaning customs,conduct, or character

Is concerned with the kinds of values and morals an individual or

society ascribes as desirable or appropriate

Focuses on the virtuousness of individuals and their motives

Ethical Theory

Provides a system of rules or principles as a guide in making

decisions about what is right/wrong and good/bad in a specific

situation

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Ethics and Leadership

What leaders do and who leaders are is determined

by the nature of the leaders behavior and their

virtuousness.

What choices leaders make and how they respond in

a particular circumstance are informed and directed

by their ethics.

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Domains of Ethical Theories

CONDUCT

Consequences

(Teleological theories)

Ethical egoism

Utilitarianism

Duty(Deontological theories)

CHARACTER

Virtue Based Theories

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Consequences (Teleological Theories)

Comes from Greek wordTelos, meaning Ends or

Purposes.

Attempt to answer questions about right and wrongby focusing on whether an individuals conduct will

produce desirable consequences.

Consequences of actions determine goodness and

badness of a particular behavior.

Ethical Theory Based on Self Interest Vs

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Ethical Theory Based on Self Interest VsInterest for Others

Ethical

Egoism

Utilitarianism

Altruism

ConcernForSelfInterest

Concern For The Interest of Others

High

Medium

Low

Low Medium High

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Ethical egoism An individual should act so as to create the greatest good forherself/himself

Closely related to Transactional leadership theories.Ex : To achieve the goal of Profit Maximization of Company.

UtilitarianismAn individual should behave so as to create the greatest good

for the greatest number.Ex : Government Budget

Altruism An individual should act in the interest of others even when itruns contrary to his/her own interests.

Authentic Transformational leadership is based on thisprinciple.

Ex : Mother Teressa

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Duty (Deontological Theories)

Focus on the actions of the leader and his/her moral

obligations and responsibilities to do the right thing.

Ex. Telling truth, keeping promises, Being fair,

Respecting others.

Actions of leader should not infringe on others rights.

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CHARACTER - Virtue Based Theories

Approach ethics from the viewpoint of a leaders character; virtues

are rooted in the heart and disposition of the individual.

Focus on who leaders are as a people.

Virtues and Moral abilities are not innate but can be acquired and

learned through practice.

Rather teaching what to do, emphasis on teaching what to be.

Through practice good values become habitual and part of people

themselves.

Virtues: Courage, Temperance, Generosity, Honesty, Modesty,

Fairness, Justice, Integrity, Fidelity, Benevolence, Humility, Self

control.

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Centrality of Ethics to Leadership

Ethics is central to leadership because

Nature of process of influence

Need to engage followers in accomplishing mutualgoals

Impact leaders have on the organizations values

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Heifetzs Perspective

Leaders help followersconfrontconflict & effect change Values of

Workers Organization Community

Environment Trust Nurturance Empathy

Authority Get people focused on issues Act as a reality test regarding information Manage and frame issues Orchestrate conflicting perspectives Facilitate the decision-making process

B P i

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Burns Perspective

Values Liberty Justice Equality

Leaders Role Assist followers in assessingtheir values & needs Help followers to rise to ahigher level of functioning

Leaders helpfollowers in their personalstruggles concerningconflicting valuesConnectionRelationship between

leader & followerRaises level of morality ofboth

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Greenleafs Perspective

Values Involvement Respect Trust Individual strength Listening Empathy Unconditional acceptance

Follower Needs Become more knowledgeable More autonomous Become more like servants

Social Responsibility Uses less institutional power Uses less control Shifts authority to followers

Leaders focuson needs offollowers

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Principles of Ethical Leadership

Respects

others

Servesothers

Shows

Justice

Manifests

Honesty

BuildsCommunity EthicalLeadership

Respects Other

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Respects Other

Treat others as ends in themselves and never as a means to ends

Treat other peoples values and decisions with respect

Allow others to be themselves with creative wants and desires

Approach others with a sense of unconditional worth and value individual

differences

Leader behaviors

Listens closely to subordinates

Is empathic

Is tolerant of opposing viewpoints

Serves Others

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Follower-centered - Based on the altruistic principle of placing followers

foremost in the leaders plans

Beneficence - Leaders have a duty to help others pursue their own legitimate interests

and goals

Leaders are stewards of the organizations vision; in serving others they: clarify,

nurture, and integrate the vision with, not for, organization members

Leaders have an ethical responsibility to make decisions that are beneficial to their

followers welfare

Leader behaviors

Mentoring behaviors

Empowerment behaviors

Team building behaviors

citizenship behaviors

Serves Others

Sh J ti

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Ethical leaders are concerned with issues of fairness; they place issues of fairness at

the center of their decision making

They adhere to principles ofdistributive justice Leader behaviors

All subordinates are treated in an equal manner

In special treatment/special consideration situations, grounds fordifferential treatment are clear, reasonable, and based on sound moral

values These principles are applied in different situations

To each person

An equal share

According to individual need According to that persons rights

According to individual effort

According to societal contribution

According to merit

Shows Justice

M if t H t

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Manifests Honesty

Honest leaders are authentic but also sensitive to the feelings and

attitudes of others They are not deceptive

They tell the truth with a balanceof opennessand candor while monitoring

what is appropriate to disclose in a particular situation Leader behaviors

Dont promise what you cant deliver

Dont suppress obligations

Dont evade accountability

Dont accept survival of the fittest pressures

Acknowledge and reward honest behavior in the organization

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Builds Community

Concern for the common good means leaders cannot impose their

will on others; they search for goals that are compatible with

everyone.

Concern for others- Is the distinctive feature that delineates

authentic

transformational leaders frompseudo-transformational leaders

Transformational leaders and followers reach out beyond their own mutually

defined goals to the wider community

Leader behaviors

Takes into account the purposes of everyone in the group

Is attentive to interests of the community and the culture

Does not force others or ignore the intentions of others

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Strengths

Provides a body of timely research on ethical issues

Provides direction on how to think about ethical leadership and

how to practice it

Suggests that leadership is not an amoral phenomenon and that

ethics should be considered as integral to the broader domain of

leadership

Highlights principles and virtues that are important in ethical

leadership development

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Criticism

Lacks a strong body of traditional research findings to

substantiate the theoretical foundations

Relies heavily on writings of just a few individuals that

are primarily descriptive and anecdotal in nature, and

are strongly influenced by personal opinion and a

particular worldview

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Application

Can be applied to individuals at all levels of the organization and in all

walks of life

Because leadership has a moral dimension, being a leader demands

awareness on our part of the way our ethics defines our leadership

Managers and leaders can use the information on ethics to understand

themselves and strengthen their own leadership

Leaders can use the ethical principles as benchmarks for their ownbehavior

Leaders can learn that the leader-follower relationship is central to ethical