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C HAPTER S IX

C HAPTER S IX. Leadership and Values. The Relative Importance People Place On Values. Some Influences On the Development Of Personal Values. Parents. Religion. Peers. Personal Value System. Technology. Education. Media. The Building Blocks Of Skills. Skills/ Competencies. Knowledge.

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C HAPTER S IX

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  1. CHAPTERSIX Leadership and Values

  2. The Relative Importance People Place On Values

  3. Some Influences On the Development Of Personal Values Parents Religion Peers PersonalValue System Technology Education Media

  4. The Building Blocks Of Skills Skills/ Competencies Knowledge Experience Intelligence Personality Traits and Preferences Values Interests Motives/Goals

  5. Developmental Levels Of Moral Reasoning • Preconventional - the level in which a person’s criteria for moral behavior are based primarily on self-interest • Conventional - the level the criteria for moral behavior are based primarily on gaining others’ approval • Postconventional - the level in which the criteria are based on universal, abstract principles that may even transcend the laws of a particular society

  6. Stages Of Moral Reasoning • Preconventional Level • Stage 1: “Bad” behavior is that which is punished. • Stage 2: “Good” behavior is that which is concretely rewarded. • Conventional Level • Stage 3: “Good” behavior is that which is approved by others; “bad” behavior is that which is disapproved by others.

  7. Stages Of Moral Reasoning continued • Conventional Level • Stage 4: “Good” behavior conforms to standards set by social institutions; transgressions lead to feelings of guilt or dishonor. • Postconventional • Stage 5: “Good” behavior conforms to community standards set through democratic participation; concern with maintaining self-respect and the respect of equals • Stage 6: “Good” behavior is a matter of individual conscience based on responsibly chosen commitments to ethical principles.

  8. Perceptions Of Unethical Business Practices

  9. Actions That May Be Legal But Unethical • Scapegoating personal failures. • Shirking unpleasant responsibilities. • Knowingly making unreasonable demands of others. • Breaking promises. • Slacking off. • Favoring friends for desirable assignments when others are more qualified.

  10. How Good People Justify Doing Bad Things • Moral justification • Euphemistic labeling • Advantageous comparison • Displacement of responsibility

  11. How Good People Justify Doing Bad Things, continued • Diffusion of responsibility • Disregard or distortion of consequences • Dehumanization • Attribution of blame

  12. Traditional feminine behavior Traditional masculine behavior This organization’s stereotype of effective leadership My characteristics as a leader The Narrow Band of Acceptable Behavior Narrow Bands of Acceptable Behavior

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