Leading in Context

Unleash the Positive Power of Ethical Leadership

Search Results for: performance

Leading For Ethical Performance (Part 3)

on by

By Linda Fisher Thornton

I was driving recently when the car beside me started to veer over into my lane. I was able to avoid an accident, but it made me think about what happens when employees start “crossing the line” in organizations. When someone becomes aware that another employee is doing something that goes against the company’s values, what happens then?

There are things leaders can do. Unlike the car example, the conditions needed to avoid a problem when an employee starts to cross the line are more complex. And the potential problems that can happen (if an employee crosses the line and does something unethical) are numerous. Under the right conditions, employees may nudge each other to stay in the lane, and a positive, high trust culture helps create those conditions.

Employees Nudge Each Other to Stay in the Lane

Leading For Ethical Performance (Part 2)

on by

By Linda Fisher Thornton

The components of an ethical leadership performance management system are mutually reinforcing and must be closely aligned. If just one element shown on this graphic is missing, then the rest of the components will not work effectively. For example, clear communication about expected ethical behavior is important, but it isn’t likely to lead to ethical behavior unless you also holding people accountable for meeting the expectations.

Leading For Ethical Performance (Part 1)

on by

By Linda Fisher Thornton

Discouraging Unethical Leadership 

One of the most important responsibilities of the senior leadership team is to discourage unethical behavior and build an ethical culture. Senior leaders need to work together as a team to create an organization where ethical leadership is rewarded and unethical leadership is quickly corrected.

Modeling Ethical Behavior 

To build an ethical company, every senior leader needs to model the ethical leadership behavior that is expected, and promote ongoing conversations about how to lead ethically.

Leading Organizational Ethics

Beyond modeling expected ethical behavior, each senior leader also leads the ethical aspects of their role for the organization as a whole. For example, the Chief Human Resource Officer also oversees the ethical performance management system, and the The Chief Learning Officer works to build the organization’s ethical understanding and ethical competence.

Proactivity, Performance and Potential

on by

By Linda Fisher Thornton
The Manifesto

This week, I want to continue to explore the mindset behind The Leading in Context® Manifesto. Here is an important quote from it about the positive impact of ethical leadership:

“Imagine the potential. What could we accomplish if we proactively developed ethical leaders and an ethical culture? Unleash the performance potential of our people? Transform our organizations? Improve lives and communities? Change the world?”

Managing Ethical Leadership as a Performance System

on by

By Linda Fisher Thornton

When we think about ethical leadership as a performance system, we get a higher level view of what it takes to develop ethical leaders. This graphic shows what an integrated ethical leadership performance management system might look like.

Leading For Ethical Performance

on by

Discouraging Unethical Leadership

The senior leaders in an organization need to work together to create an organization where ethical leadership is rewarded and unethical leadership is quickly corrected.

To build an ethical organization over time, Chief Learning Officers can work with leaders throughout the organization to build ethical competence in areas that support effective communication and leadership.

What Causes Ethical Failures?

on by

By Linda Fisher

Ethical leadership failures can be caused by different types of problems that may compound. Some of these problems are individual and others may be embedded in the organizational culture. In 7 Lenses, I describe the kind of proactive ethical leadership that builds ethical cultures. The book is a road map for how to lead ethically in a complex world. While 7 Lenses is written from a positive perspective to help leaders avoid ethical problems and create ethical cultures, I often get asked “What causes ethical failures? What goes wrong?”

A Manifesto For Ethical Leaders

on by

By Linda Fisher Thornton

We are here to focus on what’s right and what’s possible, not on what’s historical or convenient. We are here to serve others, not to profit from their vulnerabilities.
We are here to make a positive difference, through intentional leadership and responsible choices.

Decoding The DNA of Ethical Education

on by

By Linda Fisher Thornton

We have learned that human DNA is not fixed, but changing. We all have DNA markers that are turned on or off by our life choices and experiences.

There are specific things educators do to enable ethical education. Like markers in our DNA, these important factors in education switch on responsible education. In their absence, a switch turns to “off” that damages people’s willingness and ability to learn.

What Does It Mean to “Do the Right Thing?”

on by

By Linda Fisher Thornton

The “Keep it Simple” approach is good for many situations, but keeping it simple will set you up for failure in ethics. Using an oversimplified approach to solving a complex ethical problem just means you leave out variables you should be considering.

Talking About Ethics (Part 2)

on by

By Linda Fisher Thornton

Dialogue is a powerful tool for developing ethical organizations. Workplace issues are complex and opinions vary about what ethical leadership means. This combination creates a kind of “murky uncertainty” that keeps leaders from giving us their best, most ethical performance.

Talking About Ethics (Part 1)

on by

By Linda Fisher Thornton

Workplace issues are complex and opinions vary about the right thing to do in challenging situations. This complexity and uncertainty combine to create a “murky uncertainty” that may keep people from giving us their best, most ethical performance.

5 Compelling Reasons Leader Development is a Strategic Priority

on by

By Linda Fisher Thornton

Ethical leadership learning is an issue that is gaining attention. Expectations of “good leadership” are increasing and leaders and organizations are scrambling to keep up. While sometimes people disagree about implementation, there is a strong consensus among scholars and research organizations that today’s leadership requires broad, high level, inclusive thinking.

Ethical Leadership Development: Preparing Leaders For the Future

on by

By Linda Fisher Thornton

I spoke with Human Resource leaders attending a Richmond SHRM Strategic Leadership Conference about The Future of Ethics and Business Leadership. The lens I used to frame the discussion was leadership development – how we can prepare leaders to lead ethically in a highly complex, connected future.

Here are some highlights from my presentation – a few of the important success principles for developing “Ethical Leader Future.