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Meeting the Ethical Challenges of Leadership : Casting Light or Shadow

ISBN: 9781412905688 | 1412905680
Edition: 2nd
Format: Paperback
Publisher: Sage Publications, Inc
Pub. Date: 11/30/2004

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SummaryTable of ContentsAuthor Biography
Meeting the Ethical Challenges of Leadership, Second Edition identifies the unique ethical demands of leadership and equips students to meet those challenges. Written in an informal, accessible style, this book takes an interdisciplinary approach to leadership ethics that will appeal to students from a variety of academic backgrounds. The first of its kind, this text provides students with a variety of ethical perspectives and strategies to apply to moral dilemmas and describes tools and techniques for creating positive ethical climates in small group, organizational, and culturally diverse settings.New to the Second Edition:Citations and cases retained from the first edition have been updated. These cases help bring ethical principles alive with contemporary examples.An additional case has been added to each chapter.A self-assessment instrument has been added to each chapter to strengthen the assessment theme of the book.Coverage has been strengthened by adding additional concepts and research findings as needed.Designed as a core textbook for undergraduate and graduate courses in leadership and ethics, this student-friendly book looks at the leader's inner life, including character development and values. Respected author and professor, Craig E. Johnson, blends research and theory with practical strategies, skill development, contemporary case studies, and application exercises.
... MORE
Part I The Shadow Side of Leadership
1(62)
Introduction
3(1)
Fallen Heroes
3(2)
Defining Terms
5(4)
The Leader's Light or Shadow
9(26)
What's Ahead
9(1)
A Dramatic Difference
9(1)
The Leader's Shadows
10(16)
The Shadow of Power
10(3)
Self-Assessment: The Brutal Boss Questionnaire
13(3)
The Shadow of Privilege
16(1)
The Shadow of Deceit
17(2)
Case Study: Keeping It to Themselves: Personal Injury Lawyers and Firestone Tires
19(2)
Leadership Ethics at the Movies: Saving Private Ryan
21(1)
The Shadow of Inconsistency
22(1)
The Shadow of Misplaced and Broken Loyalties
23(2)
The Shadow of Irresponsibility
25(1)
Implications and Applications
26(1)
For Further Exploration, Challenge, and Self-Assessment
26(9)
Chapter End Case: Casting Shadows at Enron
28(3)
Chapter End Case: The Patriot Act: Abuse of Power?
31(4)
Shadow Casters
35(28)
What's Ahead
35(2)
Shadow Casters
37(1)
The Monsters Within
37(1)
Faulty Decision Making
38(4)
Contextual Pressures
42(1)
Inactive or Overactive Moral Imagination
43(2)
Leadership Ethics at the Movies: Insomnia
45(1)
Ethical Deficiencies
45(3)
Case Study: The Multiplied Abused Children
47(1)
Stepping Out of the Shadows: Expanding Our Ethical Capacity
48(5)
Self-Assessment: Ethical Self-Awareness Instrument
51(2)
Implications and Applications
53(2)
For Further Exploration, Challenge, and Self-Assessment
55(8)
Chapter End Case: Betting on Terrorism
56(2)
Chapter End Case: The Ethical Saga of Salomon, Inc.
58(5)
Part II Looking Inward
63(64)
The Leader's Character
65(32)
What's Ahead
65(1)
Elements of Character
65(4)
Character Building
69(17)
Components of Moral Action
69(1)
Finding Role Models
70(1)
Case Study: The Hero as Optimist: Explorer Ernest Shackleton
71(3)
Telling and Living Collective Stories
74(1)
Leadership Ethics at the Movies: Erin Brockovich
75(1)
Hardship
75(2)
Habits
77(2)
Mission Statements
79(2)
Values
81(3)
Self-Assessment: Instrumental and Terminal Values
84(2)
Implications and Applications
86(1)
For Further Exploration, Challenge, and Self-Assessment
86(11)
Chapter End Case: ``Chainsaw'' Al Dunlap and ``Mensch'' Aaron Feuerstein
88(4)
Chapter End Case: Battling Blindness: Merck Does the Right Thing
92(5)
Combating Evil
97(30)
What's Ahead
97(1)
The Faces of Evil
97(5)
Evil as Dreadful Pleasure
98(1)
Evil as Deception
98(1)
Evil as Bureaucracy
98(1)
Evil as Sanctioned Destruction
99(1)
Evil as a Choice
100(1)
Evil as Evolving Story
100(1)
Facing Evil
101(1)
Making a Case for Forgiveness
102(7)
Breaking the Cycle of Evil
102(2)
Case Study: To Forgive or Not to Forgive?
104(1)
The Forgiveness Process
105(3)
Leadership Ethics at the Movies: Dead Man Walking
108(1)
Spiritual Resources
109(8)
Spirituality and Leadership
109(2)
Spiritual Development
111(2)
Self-Assessment: Finding Yourself by Losing Yourself
113(1)
Spiritual Disciplines
114(1)
Inward Disciplines
114(1)
Outward Disciplines
115(1)
Corporate Disciplines
116(1)
Implications and Applications
117(1)
For Further Exploration, Challenge, and Self-Assessment
117(10)
Chapter End Case: Justifying Terror
119(3)
Chapter End Case: Covering Up Evil
122(5)
Part III Ethical Standards and Strategies
127(86)
General Ethical Perspectives
129(28)
What's Ahead
129(1)
Utilitarianism: Do the Greatest Good for the Greatest Number of People
129(3)
Case Study: The Reference Letter
132(1)
Kant's Categorical Imperative: Do What's Right No Matter What the Cost
132(3)
Leadership Ethics at the Movies: The Pianist
134(1)
Justice as Fairness: Guaranteeing Equal Rights and Opportunities Behind the Veil of Ignorance
135(3)
Communitarianism: Shoulder Your Responsibilities/Seek the Common Good
138(5)
Self-Assessment: Community Involvement Scale
140(3)
Altruism: Love Your Neighbor
143(2)
Ethical Pluralism
145(1)
Implications and Applications
146(1)
For Further Exploration, Challenge, and Self-Assessment
146(11)
Chapter End Case: The Parable of the Sadhu
148(4)
Chapter End Case: Curing One Patient at a Time
152(5)
Normative Leadership Theories
157(30)
What's Ahead
157(1)
Transformational Leadership: Raising the Ethical Bar
157(9)
Leadership Ethics at the Movies: The Gathering Storm
159(2)
Self-Assessment: Perceived Leader Integrity Scale
161(5)
Postindustrial Leadership: Ethics in Relational Process
166(2)
Taoism: Lead Nature's Way
168(5)
Servant Leadership: Put the Needs of Followers First
173(5)
Case Study: Servant Leadership Behind Bars
177(1)
Implications and Applications
178(1)
For Further Exploration, Challenge, and Self-Assessment
178(9)
Chapter End Case: Transforming Clear Lake College
180(2)
Chapter End Case: Betraying the Small Investor
182(5)
Ethical Decision-Making Formats
187(26)
What's Ahead
187(1)
Pick a Format, Any Format
187(1)
Kidder's Ethical Checkpoints
188(5)
Leadership Ethics at the Movies: Catch Me If You Can
190(2)
Case Study: The Board Chairman's Questions
192(1)
Nash's 12 Questions
193(4)
Self-Assessment: The Gift
196(1)
The SAD Formula
197(4)
Situation Definition
197(1)
Analysis
198(1)
Decision
199(2)
Cooper's Active Process Model
201(3)
The Case Study Method
204(3)
Implications and Applications
207(1)
For Further Exploration, Challenge, and Self-Assessment
208(5)
Chapter End Case: Ethical Scenarios for Analysis
209(4)
Part IV Shaping Ethical Contexts
213(98)
Building an Effective, Ethical Small Group
215(30)
What's Ahead
215(1)
The Leader and the Small Group
216(2)
Case Study: The Ten Commandments Go to Court
217(1)
Resisting Groupthink
218(3)
Avoiding False Agreement
221(2)
Leadership Ethics at the Movies: Twelve Angry Men
223(1)
Enlightening Communication
223(7)
Seeking Dialogue
223(2)
Comprehensive, Critical Listening
225(2)
Defensive Versus Supportive Communication
227(1)
Productive Conflict
228(2)
Engaging in Effective Argument
230(4)
Self-Assessment: Argumentativeness Scale
230(4)
Implications and Applications
234(1)
For Further Exploration, Challenge, and Self-Assessment
235(10)
Chapter End Case: Death Row Organ Transplants
237(2)
Chapter End Case: Groupthink and Faulty Reasoning: NASA's Recipe for Disaster
239(6)
Creating an Ethical Organizational Climate
245(32)
What's Ahead
245(1)
Organizational Light or Shadow
245(1)
Ethical Climates
246(6)
Ethical Orientations
247(1)
Signs of Healthy Ethical Climates
247(1)
Integrity
248(2)
Leadership Ethics at the Movies: The Insider
250(1)
Process Focus (Concern for Means and Ends)
251(1)
Structural Reinforcement
251(1)
Discovering Core Values
252(4)
Core Ideology
252(2)
Self-Assessment: Mars Group Technique
254(1)
Values Adoption Process (VAP)
255(1)
Codes of Ethics
256(5)
Case Study: Cutting Corners at the University
257(4)
Continuous Ethical Improvement
261(4)
The Need for Continuous Ethical Learning
261(1)
Enhancing Organizational Ethical Learning
262(3)
Implications and Applications
265(1)
For Further Exploration, Challenge, and Self-Assessment
266(11)
Chapter End Case: Agenda for Change at the Air Force Academy
268(3)
Chapter End Case: The Fall of Arthur Andersen
271(6)
Meeting the Ethical Challenges of Cultural Diversity
277(34)
What's Ahead
277(1)
The Dark Side of Globalization
277(7)
The Global Shadow of Power
278(1)
The Global Shadow of Privilege
279(1)
Case Study: Rich Nations, Poor Nations: The Ethics of Farm Subsidies
280(1)
The Global Shadow of Deceit
281(1)
The Global Shadow of Inconsistency
282(1)
The Global Shadow of Misplaced and Broken Loyalties
283(1)
The Global Shadow of Irresponsibility
283(1)
Leadership and Ethical Diversity
284(3)
Leadership Ethics at the Movies: Rabbit-Proof Fence
287(1)
Overcoming Ethnocentrism and Prejudice
287(1)
Cultural Differences and Ethical Values
288(9)
Defining Culture
288(1)
Cultural Values Orientations
289(1)
Programmed Value Patterns
290(4)
Seven Cultures of Capitalism
294(1)
Self-Assessment: A Driving Dilemma
295(2)
Cultural-Ethical Synergy
297(1)
Standing on Moral Common Ground
298(5)
A Global Ethic
299(1)
Eight Global Values
300(1)
The Peace Ethic
300(1)
International Rights
301(1)
The Caux Principles
302(1)
Implications and Applications
303(1)
For Further Exploration, Challenge, and Self-Assessment
304(7)
Chapter End Case: Sexual Intimidation at Mitsubishi
305(2)
Chapter End Case: Ethical Diversity Scenarios
307(4)
Epilogue311(2)
Index313(20)
About the Author333
Craig E. Johnson is professor of leadership studies at George Fox University, Newberg, Oregon, where he teaches graduate and undergraduate courses in leadership, ethics, and communication.

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