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Definition
| The exercise of influence in a group context |
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| Leadership based on personal moral behavior and moral influenc |
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| The metaphor of light and shadow |
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| Dramatization of the differences between moral and immoral leaders |
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| Supportive disloyal leaders |
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Definition
| Individuals who care for the welfare of subordinates at the expense of organizational goals |
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| Individuals who act against the interests of both their followers and the organization |
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| The use of behaviors such as physical force, salary reduction, suspensions of followers, and initiating embargoes to achieve a desired outcome |
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| Mismanagement of Information |
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Definition
| Exemplified by individuals who deny having knowledge that is in their possession, withhold critical information that followers need, use information solely for personal benefit, and violate the privacy rights of followers |
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| Shadow of irresponsibility |
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Definition
| The concept of failing to act responsibly and make reasonable efforts to prevent the misdeeds of those who follow you |
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| Leadership based on personal moral behavior and moral influence |
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| Leaders who are inextricably bound to what they do to mask their inner doubts |
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| Displayed by individuals who have had years of personal and career success, privileged access, and resource control |
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| A description of a solo type of leadership style that does not lead teams with the contributions made by others |
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| Leadership projects or initiatives that go from bad to worse without resistance from the leader |
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| An obsession with the self and an inflated sense of importance; the Greek fable of Narcissus is used to illustrate the Theory of Egoism |
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| The normalization of illegal activities |
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| The degree to which a leader is routinely making mistaken assumptions and generating mistaken theories about other people |
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| A case study example illustrating the need for leaders to avoid making unethical and illegal leadership decisions |
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Definition
| Finding positive role models, telling and living collective stories, learning from hardship, and establishing effective habits |
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| Mental and moral strength |
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| The breakdown of bonds of trust in an organization and the subsequent proliferation of distrust |
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Definition
| eadership exercise of self-awareness, openness, and transcendence in the workplace |
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| Respecting the input of others, relying on persuasion rather than force, and listening to followers' ideas |
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| Long-held beliefs used as a system for decision making |
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| Leaders who focus on the higher order needs of their followers, such as esteem, competency, and self-fulfillment needs |
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Definition
| Leaders who focus on the lower order needs of followers, such as money, benefits, and recognition in return for followers' obedience to them |
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| Pseudo-transformational leaders |
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Definition
| Leaders who are self-centered and who manipulate their followers in order to achieve their personal goals |
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Definition
| The movement of an organization from one state of affairs to another |
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| Permission given to followers that opens the door for criminal activity |
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| When normal people commit thoughtless and heartless acts against others |
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| Stanford prison experiment |
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Definition
| An example of normal people committing thoughtless and heartless acts against one another |
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| The practice of rejecting revenge in favor of restraint |
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Definition
| A system of shared assumptions, values, and beliefs showing people what is appropriate and inappropriate behavior |
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Definition
| Leadership recognition that followers have an inner life that nourishes and is nourished through their work experiences |
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Definition
| Describes long-term focus and a concern about future consequences of actions for the present and future generation |
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| Refers to an organization that demonstrates its obligations to its communities through its policies and practices |
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| The movement of an organization from one state of affairs to another |
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Definition
| A system of shared assumptions, values, and beliefs showing people what is appropriate and inappropriate behavior |
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| Refers to making major changes in leadership, mission, organizational structure, and policies |
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| Based on the premise that ethical choice should be based on the consequences of those choices |
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| Leaders who place personal goals above all other goals |
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| Jeremy Bentham (1748-1832) |
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Definition
| Philosopher and ethicist associated with furthering the idea of utilitarianism in the literature on ethics |
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| A guarantee of basic liberties and opportunities for all people |
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| Describes the shift from an individualistic right to communal responsibility |
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| A theory that advocates concern for the welfare of others as the ultimate ethical standard |
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Definition
| Kellerman's argument that suggested that followers are either working on the behalf of or against their leaders |
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Definition
| Deceiving oneself into thinking he or she is acting morally when he or she is clearly not |
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Definition
| A form of moral reasoning that focuses on avoiding punishment for actions taken or decisions made |
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Term
| The phrase “KPCs know best” describes the perspective of which organizational form? |
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Definition
| Demonstrated by someone who seeks the opinions of others before deciding to act |
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Definition
| Demonstrated by someone who considers the needs of the group and seeks to provide the greatest good before making decisions |
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| Kidder's Ethical Checkpoint |
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Definition
| A process used to bring order to confusing ethical issues |
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Definition
| Refers to the central identity and character of an organization |
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Definition
| A tool used to promote innovation and creativity in teams, through which team members set out to understand the organization's central identify and the group's strengths |
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| A tool or system of organizational values used by individuals and leaders to make ethical decisions |
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Definition
| description of group members who fail to do their fair share of the work |
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Definition
| Preferring group cohesion over effective and rational decision making |
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| Collective rationalization |
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Definition
| Group members invent rationalizations to protect themselves from any feedback that would challenge their operating assumptions |
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Definition
| Being aware of and managing personal emotions and recognizing and influencing the emotions of others |
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| The collective effort model |
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Definition
| A type of team building framework developed by Steven Karau and Kipling Williams used to prevent social loafing |
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Definition
| A conflict management process for team building that produces positive outcomes, such as accurate understanding, higher-level moral reasoning, thorough problem analysis, creativity, change, and deeper commitment |
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| Affective (destructive) conflict |
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Definition
| Personality-based conflicts that can result in escalating hostilities |
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Definition
| Occurs when leaders uncritically use unreliable and biased sources |
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Definition
| Occurs when leaders foster positive emotional climates with accurate understanding in which individuals can work and accomplish goals |
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| The global shadow of power |
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Definition
| The crossing of boundaries between nations and individuals as a result of globalization, which has enabled the illegal and immoral activities of leaders to become more widespread |
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| The global shadow of privilege |
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Definition
| Inequitable processes and systems that widen the gap between those who have versus those who do not have |
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Definition
| Enforceable property right laws that protect intellectual capital |
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Definition
| Taking advantage of the benefits of a diverse workforce while coping with the problems that can arise when people from different backgrounds work together |
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Definition
| The tendency to see the world from one's own cultural perspective |
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Definition
| A perspective that incorporates mindfulness, human dignity, and moral inclusion |
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Definition
| A round table of business executives who meet once a year in Caux, Switzerland for purposes to set a world standard for business activities |
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| Integrative Social Contract Theory (ISCT) |
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Definition
| Ethical guidelines that integrate respect for diversity and adherence to universal ethical standards |
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Definition
| A feedback tool to rate the behaviors and attitudes of leaders from the perspective of their peers and subordinates |
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