Read the article by Yukl, Mahsud, Hassan, & Prussia (2013), as well as Chapter 7 of Gonzalez-Padron (2015). Complete the Checklist: Ethical Leadership Questionnaire, then answer these following questions from

Read the article  by Yukl, Mahsud, Hassan, & Prussia (2013), as well as Chapter 7 of  Gonzalez-Padron (2015). Complete the Checklist: Ethical Leadership  Questionnaire, then answer these following questions from the text: Your response must be a mimimum of 300 words. Review several of your classmates’  posts and respond to at least two of your peers by 11:59 p.m. on Day 7  of the week. You are encouraged to post your required replies early  during the week to promote more meaningful interactive discourse in the  discussion.  For your response, put yourself in to position of an  organizational leader, using the list of behaviors described by your  classmate, explain how leadership can emulate these behaviors. Yours responses must be a minimum of 150 words. The  behaviors that are most relevant to me in order for me to feel trust in  regards to ethical leadership consists of “a high-quality exchange  relationship is more likely to occur for a leader who is honest,  trustworthy, fair, and genuinely concerned about the well-being of  followers” (Erdogan et al., 2006; Wayne et al., 2002, p. 41). A person  in upper management who is not afraid to tell the truth because of  embarrassment or try to cover up with a lie allows me to do the same as  well. When a supervisor gives you the rest of the day off or lets you  take a longer lunch after a hard task is a fair supervisor which means  he also has a genuine care for the lower level employees. All those  characteristics mentioned creates high employee morale where they come  to work on time with a good attitude, putting forth effort and being a  team player as well. Rewarding ethical behavior seems difficult to observe and do because  rewards usually come in the form of compensation and promotion. However,  it is easy to observe and see someone getting disciplined for unethical  behavior because when someone steals hours, product, or money from a  company, they get terminated. These are examples of how ethical leadership can be measured in an  organization: “Are poor performers ignored, transferred, or promoted? Is  performance execution measured or only business results? Are  individuals and teams recognized and acknowledged? Do people hide from  responsibility? Are problems and conflicts avoided” (Turk, 2012, p.  7.3)? On past jobs I have witnessed colleagues who sat around all day  while hardly getting any work done while taking excessive breaks and  they still were not disciplined. I even got into a conflict with the  worker about not doing his share of work because I depended on him to  perform his role so that I could do mine effectively. He tried to use  his seniority as an excuse and the superintendent did not intervene,  which forced me to not take my work serious and not care if it effected  the customers satisfaction. References Erdogan, B., Liden, R. C., & Kraimer, M. L. (2006). . Academy of Management Journal, 49, 395-406 Turk, W. (2012). . Defense AT&L, 41(4), 43–46. The behaviors I believe are most important for me to trust my manager  or any company executive are moral, integrity and honesty. A person who  has these traits is built for leadership within an organization. I also  find it important for the manager to “treat the members of the team  equally and not show favoritism amongst the members” (Gonzalez-Padron,  2015, sect.7.2).  Displaying ethical behaviors should come from a top  down perspective in the organization. If top management is displaying  ethical behaviors then staff will follow what is done by them. From the list, I found a few descriptors that are difficult to  observe. It’s hard to observe if someone is can be trusted enough to  tell the truth. I find it hard to observe if someone is keeping their  actions consistent with what they value. I also find it difficult to  observe if someone is fair and objective when evaluating members based  on their performance, because it’s hard to measure the amount of  performance an individual is capable of doing. Lastly I find it  difficult to observe if someone is dedicated and shows self-sacrifice  for the organization. Measuring ethical leadership can be quite a challenge for an  organization. According to Yukl, Mahsud, and Hassan (2013), “the  researchers developed a preliminary questionnaire to measure ethical  leadership, and it was used in a study of ethical leadership in top  management teams” (pg.39). Though questionnaires were used, they often  had limitations such as vague wording that was often viewed as positive  and negative. According to Yukl, Mahsud, and Hassan (2013), “ethical  leadership can be measured with honesty, integrity, fairness, altruism,  consistency of behaviors with espoused values, communication of ethical  values, and providing ethical guidance” (pg.43). I have always viewed my manager as an ethical leader. I work in the  IT section of my division and I have access to a lot of sensitive  information such as passwords, emails and login information. However  from the guidance of my manager he has taught us the do’s and don’ts of  handing such information. My manager has taught my team the idea of  quality assurance. He has made sure that we always check things that are  sent to us for approval, just in case someone decides to do something  unethically or morally wrong. My manager has also taught us to learn  from others mistakes so we may avoid being viewed as unethical in the  workplace ourselves. T.T. Gonzalez-Padron, T. (2015). [Electronic version]. Retrieved from Yukl, G., Mahsud, R., Hassan, S., & Prussia, G. E. (2013). An improved measure of ethical leadership. 20.

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