MGMT 371 module 2 discussion

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Thinking through the implications of a leader’s decision, compare and contrast an example of a leader demanding the higher standard (doing what’s right) and a leader that does not demand “doing what is right”. What impact has each leader had on their respective organization? What have those examples taught you about your own leadership style?

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A leader who sets a standard of doing whats right has the impact of having his actions following through the organization and setting a tone that not only the leader doing what is right, but the expectation that followers in the firm will do what is right as well.  This is leading by example, and this can be seen when the johnson and Johnson CEO recalled all bottles of tylenol due to possible tampering with the containers.  This impact illustrated that the firm is truly  a family core and is upheld by strong ethics and values.  When a leader does not do what is right they often put themselves and the firm first for profits rather than doing the right thing.  We can see this when the BP oil spilled occurred in the Gulf. The CEO did not take immediate responsibility in fear of losing profits and customer support, rather they tried ti initially blame the manufacturing of the oil rig instead of doing the right thing of taking responsibility for the issue.  this resulted in the firm to lose additional profits and create a negative image.  These examples taught me that as a leader we need to ensure we are doing the right thing to avoid further implications in the future.

Leadership success is based on personal traits, including integrity—having character of being honest (no lying, steeling, or cheating).67 Trust among employees is vital, and trust is based on integrity.68 If you are not honest with people and take advantage of them, they will not trust you and you will not have the ability to influence them. So there is a direct link between being ethical and being an effective leader.69( Page 52)

Traits are universal in the sense that there are certain traits that most effective leaders have. however, traits are not universal in the sense that there is no one list of traits that is clearly accepted by all researchers, and not all effective leaders have all the traits.




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