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Define Your Position: Values, Ethics & Leadership
Some call her wearing her heart on her sleeve; others call it carrying their emotions. If the discussion is about values and ethics, leaders must carry them openly, constantly encouraging, coaching and mentoring others to operate according to the standards based on the values and ethics they articulate. . Values and ethics exist in a philosophical arena and are often confused as the same. Values explain that who you are is what you were when. Ethics demonstrates values through behavior. This article assumes that values exist at a higher level than ethics.
Dr. Gyertson6 shares insight into the sources of value and ethics. He says that throughout human development, there are socio-cultural influences in the family and the tribe. In prehistoric times, these values meant survival and extended family. Exploring present value development offers a very different view of family and tribe. The family is now nuclear, and ties with extended family are often limited to the family picnic in July. The tribe, the community, is multifaceted, people have small neighborhood tribes, work tribes, social tribes and others. They move between tribes and behave differently in different settings. Although core values remain, behaviors change when moving between groups. Interacting in working groups is one example. Consider a group of university administrators working to meet the needs and desires of applicants and students. Administrators strive to make applicants and students feel comfortable when they enter the classroom. The faculty works with students by giving lectures and facilitating the development of student knowledge. The student is the same person but interacts with different elements of the university.
Value deals with value, usefulness, moral virtue, aesthetics and can be singular or collective of each. Values are at the heart of what a person believes. In a June 2006 USA Today article, Colorado Rockies pitcher Jason Jennings told the reporter that ball club players hear the value of character and quality of life from the top of the organization down. In the locker room, you don’t see any pornographic images or magazines. There are sports magazines, racing and car magazines, and Bibles are prominently displayed in the locker rooms. This ball club believes in Christian values and Christian ethical behavior. A fan says he didn’t hear the usual chatter or player demonstrations among Rockies members. The leadership of the Rockies’ organization provides evidence of expected behavior in the clubhouse, on the field of play, and among players on other teams. The Rockies aren’t the most “winning” team in major league baseball; however, they display the highest behavioral ethics.
Ethics comes from the Greek ethikos, meaning arising from habit. Ethics is a study of life, a study in which we discover that things are good or bad or right and wrong depending on how we know things. Therefore, ethics is the outward manifestation, the practice of a belief.
Values versus ethics
Values and ethics do not exist separately from each other. However, they may evolve differently over time. A child’s values flow from the values of his parents. A child’s ethical behavior develops from observing what parents do. Trust in parents grows as a child sees their parents obey their beliefs (values) through their ethics (what they do) consistently. It is a leader’s responsibility to an organization, to the workers and to himself to do no less. The followers of a leader will quickly lose confidence if they observe attitudes and behaviors that do not correspond to the ethical norms and values expressed.
Values should identify or embody who a leader is. Values are the bases on which leaders make judgments about what is important. Ethics identifies a leader’s moral compass, their understanding of right and right. Ethics is a set of moral principles.
Leaders must commit to respecting personal values and organizational values by seeking a balance between the two. Additionally, leaders must manifest values in a way that leaves the observer fully aware of the leader’s commitment.
A leader studies the community in which an organization exists to find out what the community values. Another consideration is ethical behavior which leaves a leader wondering if the community is acting as they believe. These observations of what a community believes and how it behaves tell a leader the scope of the normative order within a community. However, organizational leaders must operate at a higher level.
One consideration for reviewing leaders when establishing a code of ethics is that ethics and values do not correspond to a neat categorization into specialty areas. Melissa Ingwersen1 of JPMorgan Chase Bank supports the fundamentals of ethics at home and school before applying them to business. She says JPMorgan Chase does not want to compromise its banks or bankers by doing business with questionable customers. Therefore, JPMorgan Chase selects its clients carefully trying to maintain their reputation and that of their clients.
What does the above example tell us about values and ethics in an organization? For Chase Bank, value is honesty, integrity and building customer character by selecting customers who have similar values to the bank. Chase Bank does not compromise its core values just to win business. Another view of this provided by Brenda Joyner, et al2, is a sense of corporate social responsibility (CSR). CSR includes elements such as economic, legal, discretionary and ethical activities. She says these exist in public values.
Labor standard – values and ethics
Stated above, ethics is the outward display of values. In some organizations, leaders are content to accept the ethics of accountability to shareholders. While this is generally accepted behavior in boom years, most long-running companies recognize that the bottom line is not an ethically symbolic way to engage.
Joyner et al report the work of Paine (1994). In this, they attempt to value compliance with the letter of the law over the spirit of the law. While obeying the letter of the law is legally and ethically correct, seeking the higher value to obey the spirit of the law propels a leader toward greater trust, reducing cynicism, ultimately adding value to the norm ethics. The ethical standard is the strategy and the integrity values of a leader and the organization are the core beliefs that drive the strategy.
Ray Coye3, writing in 1986, saw the need to differentiate between values and ethics. In his view, there are no values for an organization separate from the collective values of leaders and members. He defines values as follows: “…serving as authorities in whose name choices are made and actions taken.” More thoroughly, this 1986 definition is based on the prevailing attitude towards values and ethics considered correct – at that time (Coye, 1986)
• A value is chosen freely after consideration of alternatives and consequences
• Publicly affirmed, cherished and appreciated
• Consistent and repeated pattern of action
Conclusion
Values exist at the heart of our nature; they are our core belief system. Ethics, our behavior, reveal our values in an operational environment. If we say we cherish (appreciate) our children but behave abusively, value and ethical behavior are incompatible. In a leadership role, so does our attitude towards workers. The recent history of organizational failure adds to the common knowledge of how personal greed over expressed organizational values ruins business and, worse, the trust workers have in the company and leaders.
Not every organization is the Colorado Rockies Baseball Club, but trends start with one person and one organization at a time. Be a trendsetter.
Mentioned works
1. Nightengale, B. (2006, June 1). The Baseball Rockies are looking for a two-tier revival. USA today. Retrieved September 20, 2006, from [http://www.usatoday.com/sports/baseball/nl/rockies/2006-05-30-rockies-cover_x.htm].
2. Cook, JR Interview: Melissa Ingwersen, President of Central OH, JPMorgan Chase Bank, NA. Ethical Leadership, Ethics Council in Economics (1.1)
3. Joyner, BE, Payne, D. & Raiborn, CA (2002, April). Build values, business ethics and corporate social responsibility into the developing organization. Journal of Developmental Entrepreneurship(7.1), p. 113.
4. Coye, R. (1986, February) Individual Values and Business Ethics. Journal of Business Ethics (5.1), p. 45.
5. Watson, S. (2006). Personal Values in Business: How successful businesses underpin their success with clear values. Retrieved September 20, 2006, from [http://www.summitconsultants.co.uk/news-detail.asp?fldNewsArticles_ID=126].
6. Gyertson, DJ (2006). Ethical frameworks. Presentation at Regent University DSL Residency September 13-22, 2006
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