Leadership

Ethical leadership is all about ones knowledge or awareness of his or her core values and having the courage to live them in all parts of ones life in the service of common good. It incorporates the internal beliefs and values with behaviors and actions with a general purpose of the common good. People want to become leaders who can make a difference. Individuals therefore discover and develop some core values, visions for how the world could be different and even find their personal voice in expressing their vision. They then make commitments of living and behaving in ways that serve the community for the common good of everyone. The common shared purpose is to campaign towards a future that is visionary and one that enables all members of the society to accomplish their dreams, needs and their potentials.

Ethical leadership begins with a clear understanding of ones commitment to ones main values by first making a discovery of the values of their identities and integrating the peculiar ones with the choices we make, either personal or civic. The view of traditional ethical leadership is a little different and argues that the main goal of leaders is to improve on productions and make profits in their respective areas of leadership. This is however, slowly changing since many theorists are now of the opinion that leaders have the responsibility of ensuring moral and ethical standards are inculcated in their organizations. Good leadership, according to theorists therefore means not only competency, but the transformation of people as well. Ethical leadership therefore entails a responsibility to influence others to perform an action, complete given assignments or duties assigned to them as well as acting in a specific and desired manner as required. An effective leadership should therefore influence a process; heighten changes in subordinates and values. Nurturing the aspect of leaders is therefore believed to improve on organizational cultures and the employees values to greater levels of ethical concerns. Ethical leadership therefore needs ethical leaders as this will ensure.

As an organization leader, I will work hard to lead in a way that respects the freedoms, rights and dignities of others who operate under me. I’ll therefore be able to demonstrate a high level of integrity as this will be important in displaying some sense of trustworthiness as a leader. I believe that the characters and integrity of a leader has a way of providing for individual characteristics that guides a leader’s values, beliefs and above all the decisions that he or she makes as a leader. These have a great impact on the ethical decision making process of leaders. Subordinates can now draw some sense in this and even accept my visions as their leader. I trust that these are very critical and important constituent elements towards leading my organization ethically as leader. As an organization leader further, I have the responsibility of being a people-oriented person as I am aware of how my decisions will influence them. I will therefore use my social power to serve the major interests of the organization in general other than employing self interests in my services as a leader. I will motivate them too and encourage them as well to put the interests of the organization ahead of their own personal interests. This will involve motivating them in an emotional and intellectual way emphasizing group efforts that make both parties having equal responsibility in the pursuit of a common goal. I believe this will assist my subordinates adopt a sense of personal competence that allows them to be self-sufficient by encouraging them and empowering them. I am of the opinion that ethics in my leadership is very vital and I must therefore make wise decisions that will not only benefit my subordinates but also think of how this will be able to affect them. I will therefore make my values and ethics known and apply them in my leadership through action.

If you don’t make clear what you want, and expect, it can cause mistrust. This I will do this by communicating correct information where there is personal, ethical or legal authority to do so. I also believe that by practicing these ethics, I’ll gain lot of admirations from most of my subordinates or employees of the organization and with justifications that I did the right thing. I believe that leaders who make decisions for personal reasons of building power, create a reputation and amass wealth entirely miss the point. This portrays lack of fundamental philosophy and this bars any real ethical objectivity. My major concern will therefore be devoted to solving ethical problems in my organization by making my employees to understand clearly ethical behavior. This I’ll do by clearly defining what is ethical and what is not hence giving guidelines to promote ethical behaviors. The first step of encouraging my employees to be more ethical is by coming up with some code of ethics. I will be ensuring that the code is comprehensive in addressing critical issues applicable in all areas of the organization. The writing of the code of ethics will only act as a beginning and this I’ll ensure is communicated to all the employees in order to increase its effectiveness. Communicating the codes of ethics to employees, I believe will add some weight to it. As the leader of my organization, I know I’ll be viewed as more serious about my expectations over the ethical behavior if the guidelines have been extensively communicated to everybody. This I can make possible through various means, for example, personal memoranda, office board postings and departmental announcements. The method of communication is however to me not as important as the fact that the ethical codes be well known and understood by everyone within the organization. Employees can therefore not be expected to behave in a desired manner when they have not been properly shown the guidelines. When they are familiar with these, they now are able to have a clear idea of the management’s expectations of them. As the leader of the organization, I believe that the guidelines for ethical behavior are able to minimize the areas of uncertainty for employees. The right course of action is therefore made clearer when there is a code of ethics in place as this provides a direction for the employees’ behavior.

Once I have communicated the codes of ethics to my employees, I’ll now have the burden of setting an example for them. By acting as a role model, I’ll be able to fulfill various requirements. First, they look to us as leaders of the organization .This therefore acts as good way of reinforcing ethical behavior as expected of them. It even adds more credibility to the code of ethics as the management is seen as offering great support to the guidelines implemented. In addition to this, I am able to demonstrate that the code implemented can work as well as providing guidance to the organization’s actions. Employees are also not able to resent against the adopted guidelines in the codes of ethics when as their leader I am not adhering to the adopted guidelines. They do not feel ruled out when the guidelines for ethical behavior are implemented. To ensure ethical behaviors are implemented, I will be also able to apply sanctions on unethical behaviors. I believe that a code of ethics that is not supported by sanctions is useless and not effective at all. I therefore support sanctions when unethical behaviors occur among the employees. I’ll ensure the sanctions are well understood by all the employees. This tells the employees what is expected of them and also what they can expect if they do not comply with the guidelines.

My view is that when such behavior is not punished within the organization, the culprits would assume that it was not bad. The outcome is that the code of ethics is rendered useless when action is not taken by the management. If we do not as leaders of the organizations, push for adherence to the guidelines through the appropriate punishment then we wouldn’t be seen as serious in our implementations. The employees can now continually engaging themselves in unethical behavior because they know they cannot be punished in any way. This means allowing inappropriate behavior within the organization. To promote ethical and legal behaviors in my organization as a leader, I need to reward some of the positive actions of my employees. I am of the belief that each positive action by employees rewarded increases the likelihood that they will go on doing the right things as guided by the codes of ethics governing the organization. Rewards encourage good behavior and knowing that they will be rewarded they abide to the codes of ethics guiding the organization. It also helps the employees by giving them directions on the expected codes of ethics hence encouraging them to be more ethical. As a leader of an organization, I am also aware of the changing nature of the various workplaces. I will therefore inculcate ethics training as a priority of the organization. I am also aware that today’s employees are made up of people with different diversity in terms of religion, nations of origin, culture, values, age, education, different socioeconomic status as well as perceptions of acceptable behaviors. Many of them have career expectations that may be difficult to achieve in today’s changing society. These employees with diverse cultures are to work together in one spirit of cooperation and respect for the good of the organization and the public the organization serve as a whole. These employees face decisions that may impact on their job security, salaries and the success of their employing organization.

These give them a lot of pressure to protect their interests and sometimes at the risk of losing their individual and corporate integrity. There is still more pressures on employees in organizations to do more with fewer resources and even adjust quickly too many coming changes. I n response to this many pressures, some of the employees engage themselves in unethical behaviors. There are many issues facing the society and business organizations in general. This includes retrenchments, pollution, scarce resources, and changes in law and technology, discriminations against minority and product safety. These issues are so complex and have diverse effects on the affected employees. They create ethical problems that are quite difficult to solve. In resolving ethical problems in my organization as a leader, I believe the solution lies on more than one individual. All the stakeholders must be involved in solving both the legal and ethical dilemmas that may arise. This will involve discussing, analyzing and making decisions as these are very critical as far as resolving ethical conflicts is concerned. The decision to involve many in the ethical and legal conflicts resolutions is that the opinions and expertise of all stakeholders are taken into consideration. In this, I will have also taken into account the views of our potential customers since their decision to do business with us will rely much on the organizations reputation in regard to ethical behavior. I believe too that in resolving ethical problems, we need interpersonal as well as negotiation skills. Honesty, ability to work as a unit, respect for everybody, being responsible for ones actions and loyalty are all crucial to this struggle. I will therefore train my employee’s skills crucial to critical thinking and conflict resolutions as a way of resolving ethical and legal dilemmas that may eventually arise in future. Management and all levels of employees need to embrace all the factors related to ethical behaviors and adopt strategies to enable them gauge their individual and organizational ethics.

They offer a means of understanding the organization’s value, their own and other people. Surveys conducted in recent years indicated that 36.9 percent of organizations with more than 100 employees have been providing ethics training. This is according to the findings of training in1990.It was 26.6 percent in 1989 and 19.7 in 1988. This means that training in ethics has now become part of an organization’s development. As a leader of an organization, I have a responsibility to work on my own wellbeing as this will have a great influence on my employees and my colleagues in management. Understanding my personality will be important. This well enable me develop self-awareness in order to assist others attain greater self awareness as well as development of their own self. This is vital as a motivation factor bearing in mind that different people are endowed with different strengths and weaknesses. I am therefore of the belief that the more I understand an employee’s personality, the better I will be able to judge what motivates him or her. I will in this case be able to adapt to ways of working with others, how to pass information, how to come out with tasks and how to delegate them. I believe too that has a leader, especially in an electronically-connected world, I am challenged because we are bound by universal beliefs allowing us to transact business at the same time maintaining good human relationships in our respective organizations. I believe that as ethical leadership is based on holistic thinking and this encompasses complex and very challenging issues faced on daily basis. I therefore need knowledge and experience in making the right decisions towards running the organization. I will also base my spirituality to guide me. I believe it provides a calling to any profession and really serves as a source in times of change as it influences use of power, decision making and general communication with co-workers. The case of the First National Bank brings out an insight into the all issue of the organizational ethics. Ben finds the increased emphasis on ethics frustrating.

Ethics demand that leaders should put more emphasis on doing the right thing and not only doing things right. This comes as a shock for many leaders of organizations who find themselves filled with difficulties finding the code of ethics interrelated well by their co-workers or the management involved. Such dilemmas are faced on daily basis by leaders who have moral obligations towards their employees but have no clear clue on which perspective is right in terms of morals. Ben still meets more the same problem with the other loans officer, Shelby Grant whom she wanted to donate prizes meant for charity. Shelby Grant seems not happy with the idea. This brings out a conflict of ethical responsibilities and the questions ethical responsibilities organizational leaders have. From the context, one notes that leaders of organizations sometimes face strange sets of ethical demands. Organizations are moral institutions designed to promoting social ideologies or norms. Leaders are agents and in this case they have a burden making decisions that favor a moral value over another. Moreover, although organizations are dedicated with the wellbeing of the employees, at times they have virtually no voice in what happens as in the case of the First National Bank in this case study. Codes of ethics demands that leaders conducts should be deliberately moral. A leader’s moral obligation is seen not only in his or her obvious daily ethical dilemmas, but in policies and other structures that hide ethical implications. Any social arrangement that benefits only a few at the expense of others; simply to assume that the organizations embrace desired standards is ethically unsophisticated, if not culpable. Ethics demands well for a common goal; therefore the three officials of the First National Bank didn’t behave responsible as individuals as they didn’t create an ethical institution. Leaders have a moral duty to exercise their authority in an ethical way. Much of their authority should be moral; employees and clients of the organization must be convinced that the leader’s views are values that they also support. Bureaucratic authority will rarely have a positive impact on the organization’s wellbeing Conclusion The organizational outcomes of the employees are greatly influenced by their leader’s adherence to the set code of ethics that guide the organization.

A leaders’ ethical behavior will to a greater extent determine the employees’ commitment and trust they bestow in the leadership. Leaders therefore have a responsibility to set moral standards for organization employees and determine activities that add value to the society in general. As an ethical leader of my organization, I therefore have a responsibility to create or come up with the right conditions and cultures that will enhance the development of ethical behavior within the organization. Ethics is generally concerned with the actions of an individual and the impacts on others for a common goal. A case of leaders applying ethical egoism, according to me, doesn’t work well in most cases. In this is, a leader of an organization assumes an act to be either moral or immoral depending on his personal objectives. They assume an act is ethical when the outcomes of the act are advantageous to them and not those others. This can result in decisions where employees feel their working rights are being violated and this may lead to horrible results in the organization. The rights of differing parties involved in running the organization may also affect the outcomes of the organization. A leader should therefore address a distributive justice and fairness based on allocating outcomes such as payments, organization rewards and promotions relative to employees’ level of input to the organization. In general, ethical leadership is a critical factor influencing the employees’ commitment to the organization. An effective leadership is therefore meant to empower, which, in turn, is expected to encourage commitment within the organization as a well as effectiveness. Leadership dimensions such as structure initiation, communication, giving considerations are antecedents of this organizational commitment at personal levels. Research has shown that commitment within the organization is relative to the leaders’ ethical behavior and that employees whose leaders provides a room for decision making feel considered. Such leaders they consider take personal needs and rights into consideration and treat them fairly. They are therefore able to have a high moral level of reasoning because they are able to maintain a positive relationship between ethical behavior levels of their employees’ commitment. The construct of Ethical codes in organizations has received a wider attention due to the impacts it has towards organizational effectiveness. It is however proposed that employee trust will enhance their adherence with the organizational set codes of ethics thus facilitating smooth organizational change. Scholars have also based their definitions of employees trust on their organizational leaders on the notion they believe that an individual they trust will act. In a way that is beneficial to them.

The scope of this essay is to inform the audience on what defines the Foundations of Army Leadership and the importance they have on what it is to be a Non-Commissioned Officer (NCO) in the United States Army. The foundation of Army leadership is the building blocks of what values we have today. Those building blocks include what we know today as the Army Values, attributes, skills and actions which comes from the phrase Be-Know-Do. In 1775, the Army adopted a set a values that derived from civil authority and military leaders through general principles of life. The NCOs are the back bone of the Army and are the stronghold that represents what Army leadership is. The Army has instilled in us on the very first day of Basic Training that the Army Values are one of the most important things we need to maintain. The foundations of Army leadership starts with the Army Values; Loyalty, Duty, Respect, Selfless Service, Honor, Integrity, and Personal Courage (LDRSHIP). The beginning of the leadership began on July 4th, 1776 when the United States adopted the Declaration of Independence. There is nothing more that says leadership than putting on the Army uniform every single day. As soldiers, more importantly NCOs we are all leaders regardless of rank, race, age, and gender. Competences, performing, and proficiency are three key things to Army leadership. Competences provide a clear and consistent way of conveying expectations for Army leaders.

Performing is by conducting missions or tasks that develop, sustain, and improving competencies. Proficiency is when soldiers take it upon themselves to educate themselves and gain experience in their respective competencies. NCOs have a lot of responsibility; to include the accomplishment of the mission and the welfare of their soldiers. The Army relies heavily on the NCOs expecting them to take on many roles. Those roles include being a mentor, teacher, and friend that give guidance, solutions and inspiration. NCOs are responsible for being the face of the Army by setting and maintaining the standards and discipline. The NCO is so important in the Army they need to be accountable of the soldiers at all times, be of strong character, and build cohesion within the organization. The NCOs are in charge of the junior enlisted, but they also help the officers that are above them. NCOs guide their Lieutenants to be better and more efficient leaders, especially the ones that just graduate Basic Officers Leaders Course (BOLC). NCOs really are the backbone of the Army and have a large impact on the way the Army operates.

The Army and the NCO have accomplished many things since the beginning of the rank structure. The Army has had great NCO leaders and bad NCO leaders that define what the true meaning of leadership is today. “Since 1775, the Noncommissioned Officer Corps has distinguished itself through leadership, professionalism, commitment, courage and dedication”. The Army has relied heavily on NCOs for good reasons, NCOs drive the Army and keep the Army rolling. Although, NCOs are not perfect and always have things to improve on. For example NCOs need to be better about being more personable and being more involved in getting to know their junior enlisted, such as their background. “NCOs need to spend more time with squad and platoon leaders, teaching them the importance of counseling and communicating with their Soldiers and less time on the Internet. (And communicating means more than just talking to them; it’s also listening to Soldiers concerns and doing something to solve their problems.) In other words, we need to train and mentor.”  It would beneficial for NCOs to learn personal things about their soldiers.  For example, their birthday, family size, married or children, hobbies, and culture. By NCOs doing this, it will show their soldiers that they care. When an NCO asks about those things, it increases morale and gains trust throughout the platoon, squad, and team. The Foundations of Army Leadership play a big role in the way NCOs lead. NCOs need to use the Foundations of Army Leadership to be Effective Leaders and build their own style of leadership by incorporating the Foundations of Army Leadership into their own foundations of leadership. NCOs drive the Army, they are mentors, trainers, leaders and friends. NCOS have the responsibility of training their soldiers and ensuring that they are proficient in their tasks. NCOs, generally E-5 Sergeants, are the leaders that are in charge of making the soldiers underneath them competent enough in their own task that they can fill the shoes of an absent leader. In the Army everybody is a leader, but it is the NCOs job that push soldiers and make them want to be future leaders. The NCOs are the back bone of the Army and are the stronghold that represents what Army leadership is.

Strategic decisions are based on long term goals and a long term vision, allowing for operation clarity and consistency. Today’s leaders are faced with many complex challenges, prioritizing the need for leaders who take into account economic, social, and ecological factors that look beyond the walls of the organization and into the future needs of future generations. In addition, effective leadership development that enhances strategic decision making can develop and enhance value based leadership and integrative thinking.

It is discussed that leaders should have a vision of the person they want to be, which will translate into how they want to lead. The use of mentors is discussed as highly beneficial in shaping the type of leader one wants to be and how to follow through with ensuring that goals are met. Mentors can help enhance the leader’s knowledge and strengthen the decision making process.  Strategic decision making is seen as a direct reflection of the management team and therefore based on experiences, leadership styles, preferences, and interpretation of those involved. There is also mention that leaders need to be flexible and be able to reverse ineffective decisions if needed .

Effective leaders and decision makers understand that having values is critical to achieving one’s goals and objectives. They recognize they might not have all the answers. They will approach problems with an open mind, refraining from making assumptions, and use questions to either confirm or reject what they objectively observe. Having an open mind is beneficial because it allows leaders to continually discover new information.

Leaders are required to make a variety of decisions in health care. These decisions require expertise. As a leader, one must consider evidence base practice in order to assure their decision is not only appropriate, but effective (Pidgeon, 2017). What separates an effective leader from others is the ability to strategically think of potential measures that have not been thought of before (Pidgeon, 2017). In order to be a successful decision maker you have to be an effective communicator, as failure to communicate results in poor decision making.

Reorganizing the organization structure and settings plays a significant role in healthcare leadership and engaging in evidence-based practice is a good strategy to achieve the goals. The evidence based practice was adopted to improve and rebuild work environments, restructure healthcare practitioners, deliver of healthcare services, and improve patient care and safety. Nursing leadership are mainly key party involved in the decision-making of any healthcare organization and clinical decision workflows.

Sound decision making is an instrumental element to a leader’s effectiveness. In order to make sound decisions, leaders must possess strong critical thinking skills and knowledge. Without these qualities, it would be challenging for a leader to be effective for the organization. The use of evidence and sound decision-making skills will enable a leader to be effective and successful in his/her efforts. Additionally, it is important for a leader to understand how to balance both internal and external influences when making decisions. This ability to make sound decisions is challenging and requires a higher level of insight, which is critical for a leader.

Critical thinking is a key element to effective decision making. As Harden and Fulop (2015) point out, effective decision-making in healthcare can be considered one of the exemplars of effective leadership. In order to be an effective leader, especially in the healthcare field, you must be able to think critically, with a patient centered mindset, and make effective decisions.

The study demonstrated that components of emotional intelligence (EI) can indeed mitigate cognitive bias in decision making – emotion and reaction (Keng & Alqudah, 2017). Further, the study identified that leaders need organizational support through acknowledgment of barriers and challenges related to the ability to make decisions autonomously and in the absence of cognitive bias. The findings of the study are generalizable to the ability of healthcare leaders to make effective decisions, and be effective leaders when they are supported, barriers and challenges are mitigated, and that continuing professional development is used to leverage professional practice and patient outcomes

I had always wanted to become a teacher. I know that I have an innate ability to motivate and get students to attempt their best. I have also always known that my end goal was to become an administrator. Within my family, I have been raised by generations of educational leaders. It has instilled in me a passion to motivate and help people reach a common goal. Throughout my teaching career I have had the opportunity to work with and observe various leaders whether that be administrators, education directors, or PLC leads. I have been able to take new and better information from these professional educators. I have seen strategies that work really well and others that I could improve upon once I become a leader. As a leader I plan to instill a community of educators, which includes the faculty and staff, which will work together cohesively to make our students successful.

I want to be a leader who generates trust and respect from all stakeholders. As a leader I will always have goals to motivate my staff and create a positive environment for them. The accomplishments and mistakes that we encounter as a team will strengthen our working relationship. Having an environment that thrives on learning will benefit both the school and our students. Hard work is key to success, so I want my staff to be motivated to work hard and strive for the best possible outcomes every school year. In order for a school district to be successful, it is important to have strong effective leadership. According to article by Kouzes and Posner, effective leaders are honest, forward- looking, inspirational, and competent. I believe it is important for the school principal to be knowledgeable in the duties of an administrator.

To become an effective leader one must demonstrate good communication skills. An administrator communicates with the school board, professional staff, certified staff, students, parents, and district patrons. Having good communication skills allows the administrator, students, and staff members to know everything that is going on in their school building. Positive relationships are established through communication. I feel it is important to know that being a good effective listener is part of having good communication skills. Listening is as important as speaking. Being a good listener sends out several positive messages. If you listen and respond correctly you will show people that you care. This will gain the administrator the trust and respect needed to be a successful leader. As an administrator, I believe effective listening will reduce conflict and improve your personal motivational skills. Listening means paying attention, it requires focus.

I read about three R’s of leadership (there are several variations). Responsibility comes with the job of administrator. They have to make difficult decisions and accept the consequences of their actions. They must strive to do the right thing in the face of adversity. Having responsibility means being risk takers and doers. Part of responsibility lies in being a positive role model for both students and staff. An effective leader must possess resiliency. They need the attitude that they are there for the long haul. They need to be able to get back up and start over when things have failed. To be resilient, a good leader must remain positive and radiate confidence and strength when something does not work. The leader must develop strong relationships. Creating strong relationships gives the administrator staff members they can rely on. Being upfront and honest is most important when trying to establish positive relationships.

A schools success relies on the vision of the school leader, the principal. The principal should help create a vision that will challenge all students to achieve high levels of success. Because of the importance of vision to a school, it must be clear to the entire school community. Sparks (2007) observes that successful leaders must ‘cultivate clarity regarding values and fundamental purposes that are most important’ (p. 13) (Sterrett, 2011). In order for the vision to be successful, the leader needs to set goals and objectives for all stakeholders. The ideal plan should move the school into the future.

Being a good leader requires self-discipline. Self-discipline includes several traits or habits. An effective leader must be punctual. Meeting deadlines, and personal commitments in a timely manner is important. It is important to be organized and persistent. A successful leader should never quit. Leaders must continue to move forward in a positive manner. Having self-discipline will allow the leader to accomplish tasks they set out to do. A school principal should be well organized and demonstrate the willpower and determination to be successful. Being able to control ones thoughts and actions is an important ingredient to self-discipline. An effective leader knows their shortcomings and works to gain improvement.

All effective leaders need to have commitment. The school principal needs to show a strong dedication to the school district. The principal must show a willingness to get involved in school and community. The leaders commitment will show in their attitudes and actions. I feel it is important not to make commitment an impossible burden. Commitment can be the driving force of the school. The more people who become committed to the school through leadership examples, the greater momentum you can generate as a leader.

The effective leader must possess problem-solving skills. I think it is the roll of the leader to minimize the occurrence of problems. Good leaders see problems as a challenge that needs to be addressed and not avoided. The effective leader needs to help groups move forward with problem solving issues. One should be able to create ideas that can be used in problem solving. The leader needs to be able to make effective decisions. Problems are inevitable and good leaders anticipate them. It is important for a leader to tackle one problem at a time. When problems do arise, leaders will have a plan. They should be willing to view problems from a new perspective. Do not solve problems too quickly. A good leader should take the time to gather and process information from all sources.

Part of effective leadership must include self-confidence. I believe being self-confident encompasses a wide variety of skills. A leader possessing this trait will show empowerment, empathy and passion. Self-confidence serves to enhance all other leadership skills. If a leader does not have self-confidence, others will lack confidence in their leader. Being self-confident will help motivate others.

The effective leader needs to be able to motivate and manage people. With these skills the administrator can guide his staff to work efficiently as a group. All those involved in the school will be moving towards the same goals. It is important to note that all of these leadership characteristics are interrelated and often overlap. I think it is important for an administrator to combine leadership styles and skills to be effective.

Ethical behaviors that guide me are honesty, fairness, respect, and trustworthiness. I think that I am very honest and believe that being honest is an extremely important behavior to have. I do not let my own thoughts or judgments sway me. I make decisions based on facts and what is right. I will strive to do what is right and good. Having fairness and honesty, as my guiding ethical behaviors will allow me to gain the respect and trust of my staff. Trustworthiness encompasses several actions, one of which is being reliable and dependable. As a trustworthy person I am able to admit to making mistakes. I work hard to be true to my word. I do not make promises I cannot keep. I believe having strong character and integrity creates a solid foundation for other personal leadership characteristics that are needed to direct one’s ethical beliefs, values and decisions. An ethical leader will be aware of how their decisions affect others. I know that my ethical principles will allow me to put the needs of others ahead of my own.

Reader also used the “waiter rule” to explain that a lot can be said about a person’s character by the way they treat the waiter, which is much like the golden rule, treat others as you wish to be treated. This piece of advice relates to the business world, because professionals should respect one another, tell the truth, and conduct themselves in an ethical manner. Furthermore, Reader discussed the leadership and ethical leadership. He described leadership as someone who inspires people to achieve a goal.

He elaborated on this concept by stating that ethical leadership is when a person leads y Influencing their followers and use Input from the followers to shape goals and purposes. Moreover, an ethical leader should be consistent In both words and actions, lead by example, and can be referred to as a role model. These ethical leaders are extremely Important to employees. Reader shared some astounding statistics as to why employees need role models: 56% of employees personally observed misconduct and out of those who observed it, 42% did not report it.

This shows that the tone at the top is extremely important in firms. If the management is more likely to behave unethically, then this attitude trickles down and negatively effects the ethical values of everyone in the company. In addition, he discussed how peer commitment is important. For example, most times, an employee will look to see what colleagues are doing in order to make a decision. This information relates to me professionally because I will be starting my career as an auditor soon and the attitudes and ethical culture of the company and my colleagues will definitely affect how I perform my Job.

Reader also discussed how a leader can promote and ethical culture. These ten pieces of advice would definitely help me in a professional setting because at one mint I will be leading a group of people on an audit engagement. The first piece of advice is to walk the walk, which means that the leader needs to lead by example. Next, he states that the leader should keep people in the loop. This means that the leader needs to involve the employees and inform them on various changes and adjustments happening in the organization.

Reader suggests that the leader should also encourage thoughtful dissent and show the employees that he/she truly cares. Furthermore, Reader states that in order to promote and ethical culture, the leader would not sweep problems under the rug, but should deal with each problem In an ethical manner. In Dalton, the leader should celebrate the successes In the organization and be fair to all employees. Also, the leader should make ethics a priority.

Often times In the professional world, leaders behave ethically but do not truly make ethics a priority. Although sometimes difficult, leaders need to make tough the leader should “get the right people eon the bus and keep them,” which means that the leader should find employees that share the same ethical values and do whatever is possible to keep them on board. Overall, I think Reader provided some great examples and advice on ethics and ethical leadership.

All of the examples and advice he discussed relate to a professional environment and especially auditing. Auditors do not have the best reputation because of unethical behaviors by professionals, like Arthur Andersen, in the past. Often times the auditing profession can really challenge and test an individual’s ethical and moral compass. However, Reader’s speech reminded me what I need do to make sure I maintain ethical relationships and become an ethical leader in my audit career.

Personality Deferent people have deferent personality. As we can’t find two pieces of leaves are the same In the world. And these personality or character will direct Influence the career selection in the further. In my opinion, some parts of personality were decided by nature, but some was not. But we have to know, In the formation of character, acquired factors also play an Important role. For example conscientiousness may effected by nurture. According to self-assessment, I found that I am tending an extroversion and conscientiousness In my personality.

I found that the formation of my character has positive relationship with my education background. As structure autobiography shows that I finished high school In China. Extroversion and conscientiousness of people was easier to success in strong competitive environment. Moreover, as this character, I was more focus on expression. And I hope that I can become the center of attention in the workplace. That cause me get high score of exhibition and leadership in Work Value Inventory. Theme two: Behavior In my opinion, behaviors like a mirror that can direct reflect self-thinking.

And behaviors also can reflect self-requirement and locus of control in our life. When I was child, I found that I was really like to watch the talk show on TV, and I really enjoy the people who share the success experiences for their life. This hobby lead me know that success cannot without self-effort. According to my task of Locus of Control, I found that I was believed internal locus control “which the person believes they can control their life (Rooter, 1996). ” Furthermore, this self- requirement in somewhat ways influences my life. I prefer to make a good impression for everyone, and voiding being evaluated unfavorable.

That has direct reflected on my score of Fear of Negative Evaluation. By GHz-Hyaline Different people have different personality. As we can’t find two pieces of leaves are the same in the world. And these personality or character will direct influence the by nature, but some was not. But we have to know, in the formation of character, acquired factors also play an important role. For example conscientiousness may extroversion and conscientiousness in my personality. I found that the formation of autobiography shows that I finished high school in China.

I volunteered to be an observer for the Everest Simulation, and I learned a lot by observing participants Interact with one another. As I walked around each group, I quickly realized that I wasn’t going to learn as much about the simulation by observing each group; I had to focus on one team and observe their work. As a result, I watched one team and learned many Important management skills, such as leadership, planning and controlling, setting team and Individual goals, and communication.

The students were placed into teams of flee members who had only known each there for approximately six weeks. In standard businesses, teams may know each other for months, years, or possibly decades. What made this simulation difficult is that students had five hours to collaborate, analyze their roles and responsibilities, and communicate while some businesses take months or years to get their teams in synch. I was beyond impressed with what I observed.

Aside from learning the responsibilities and goals of the leader, photographer, environmentalist, marathoner, and physician, I learned more Important lessons that apply to all successful organizations. First of all, communication is key. If only one or two members speak up, groups assume everyone Is In agreement. Everybody must speak up; this means each member must have honest and direct conversations, ask questions, acknowledge errors, and offer ideas.

Additionally, listening is just as important as communication skills. Next, because trust is the foundation to a successful company, and these groups did not have the time most successful companies have to build trust, I realized that trust can be created quickly by successfully doing the following things: staying true to your commitments; being ones; being authentic; being clear and concise when communicating (especially when you only have three hours to complete a project); crediting others; and of course, listening.

There are other ways to build trust, but these were the common takeaways from observing the groups that were the most successful with the simulation. Developing and maintaining trust Is critical to successful businesses, and the team I focused on was successful because they had confidence In each member of the team. Even though each climber has to monitor his or her health, watch the weather, ND choose travel speed, they must avoid getting an illness such as frostbite, injuries, or an illness.

Even though each member has individual goals, the team goals must be met to accumulate as many points as possible. The team I observed realized that each members’ goals don’t always coincide with the rest of the team. This can cause challenges, arguments, and eventually reduce the points they already earned. This taught me that one member’s goals and being competitive Is not the way to have a successful team or create a final product. Another key characteristic I observed was that each member must share all Information.

If a teammate kept Information to themselves, It hurt the team as a whole, which ties Into communication, climate of trust, and ultimately team effectiveness. Important task. Being that he or she could earn the most amount of points, the leader calmly listened to each members’ ideas and reasoning before making a decision without criticizing, picking apart, or finding fault in one’s idea. Instead, he or she listened to each member, made him or her feel like they were contributing to the group, and ultimately brought up the morale of the team.

After listening to all ideas, she made the decision whether or not to move to the next camp. It was interesting for me to see that although the leader made the decision, the group felt pleased with the decision because they were all heard. Successful leaders have visions, missions, and goals, but most importantly, make the team feel like a legitimate team. There were other groups I observed that disagreed about many decisions, mainly because members were not being heard, and two or three people were making most of the decisions. It’s important that all team members are heard.

The simulation is a great experience for students and employees. There were at least ten lessons learned in Just three hours, and each student enjoyed the experience. It taught me that communication and diversity are integral to groups and the workforce. If everybody had the same opinion, we would not be challenged. Each member brought unique strengths, comments, questions, and concerns to the group, and most importantly, they communicated effectively. I must say, being that I am not a fan of cold weather, this was the best Mount Everest climb I have ever experienced.