By Linda Fisher Thornton As humans, we are flawed thinkers who easily fall victim to biases and traps. The biases and traps we so easily fall into reshape our thinking in ways that can lead us to make bad decisions. As you review the list of leadership traps below, think about how each can lead to unethical thinking and actions.
Tag: ethical leadership context
Unethical Leadership: Selective Inclusion
By Linda Fisher Thornton I previously wrote about the problem of selective respect and today I’ll address it’s evil twin. It has been happening right in front of us and has been amplified by social media – leaders speaking from a perspective of selective inclusion. This week, I’m sharing a collection of posts that explain the importance of full inclusion and how to recognize examples that stray from it.
10 Things Ethical Leaders Believe (Part 6)
By Linda Fisher Thornton We will build a better world. When we think of the term “stakeholder” in its broadest interpretation, and lead with care, our proactive ethical leadership generates ripples of trust. We make a difference. When we seek a simultaneous win for many stakeholders, we: Create a better future for the organization, it’s customers and employees. Support healthy communities. Make a difference in the world.
10 Things Ethical Leaders Believe (Part 5)
By Linda Fisher Thornton We should serve as positive role models. We model ethical leadership through our character, integrity, behavior, and choices. Our role is to listen, learn and improve, serving as a role model for what ethical behavior looks like. We model the ethical behavior we ask of others. We realize that we can only bring out the best in those we lead when we demonstrate our commitment to ethics and show them the way.
10 Things Ethical Leaders Believe (Part 2)
Our purpose is to create value for others. When we reflect sincerely on our purpose as leaders, we come to a profound realization: as leaders, we are not the center of the universe. It’s not about us. Leadership is about creating value for others.
10 Things Ethical Leaders Believe (Part 1)
What are the deep beliefs that will help us think beyond ourselves? 10 Things Ethical Leaders Believe:
Ethical Thinking: Task Shortcuts Don’t Apply to People
By Linda Fisher Thornton What is flawed thinking? What harm can it cause? What can we do about it? This post looks at the harm we can do when we fall victim to our very human tendency to use flawed thinking about people who are not like us. If we don't question an assumption or a piece of information, we may automatically "file it" and let it become the basis for decisions and actions that are unethical.
Ethical Leadership: Understanding The Global Context
By Linda Fisher Thornton Ethical leaders, who accept the realities of the a global marketplace and "learn through" complexity, see the world and their role in it at a high level.
Systems Thinking: Using The 5 Whys
By Linda Fisher Thornton In my Applied Ethics Class, I introduce my students to the Five Whys. This is a simple and valuable tool for getting to the root cause of problems. We may think we understand why something happened but when we “fix” whatever we think is the sole cause we don’t always get the intended result. The reason for that is that problems tend to have multiple causes. They happen in the context of multiple processes. Singling out one “cause” is rarely sufficient for understanding what really happened.
Leadership: “Leaning Out” For Growth
By Linda Fisher Thornton Some leaders actively avoid discomfort, not realizing that they are also avoiding the necessary growth that propels them to their best leadership. Great leadership doesn’t happen by itself. It happens when a leader decides to intentionally learn and grow, and to pursue that growth into the Discomfort Zone.
Leaders Make the Ethical Path Clear (Part 2)
By Linda Fisher Thornton Taking the ethical path and showing others the way does not just involve the things leaders do that we can observe. It also involves the hidden things they do, the mental work they do to make good decisions that add value for others and not just themselves. Ethical leaders seek shared value. They look for ways to meet the needs of others while they champion their own projects and ideas. Why? Because they understand that they are responsible for honoring their well-being AND the well-being of others.
Ethical Leaders Adapt (Part 5)
By Linda Fisher Thornton We are in the world with others for a reason, and when we embrace the diversity of our global village it makes us all better. Use these posts about the ethical implications of inclusion to take the next steps on your journey to developing a global mindset broad enough to include all the world's people.
Leadership, Complexity and Control
By Linda Fisher Thornton Leaders who solve complex problems need a special blend of qualities – the curiosity to untangle the variables, the persistence to keep trying, and the openness to change beliefs and strategies as answers emerge from the chaos. But those qualities will only take them so far. They’ll also need to be great listeners and engaging leaders, so that they gather information from stakeholders and team members. They’ll need to be systems thinkers with a global mindset.
Leadership: It’s Not About Us
By Linda Fisher Thornton You may have noticed that society’s expectations of us as leaders are continuing to increase. Consumers prefer to purchase from companies that genuinely care about their well-being. Employees want to work for companies that treat people well, do meaningful work and give back to the community. To survive in this new land where ethics is key to success, we must understand that it is not all about us.
Leaders Make the Ethical Path Clear
By Linda Fisher Thornton Ethical leaders are not easily pulled off course – they stay focused on the values that are important to good leadership. They realize that they are influencing others, and they perceive that as both a privilege and a responsibility. They ask themselves, “In my leadership, am I making the path clear for others to follow?” If we see leadership as only a privilege (and not a responsibility) we may be tempted by personal gain. If we see it as only a responsibility (and not a privilege), we may miss the joys of bringing out the potential of those we lead.
Leading in Context 