Expert Answer :UNIT V STUDY GUIDE Impact of Ethics on a Leader’

Solved by a verified expert :UNIT V STUDY GUIDEImpact of Ethics on aLeader’s DevelopmentCourse Learning Outcomes for Unit VReadingAssignmentUpon completion of this unit, students should be able to:1. Explore important trends and ideas regarding ethics and culture as theypertain to leadership in EMS.2. Analyze the relationship between ethical and effective leadership.3. Discuss how ethics and morality can impact effective leadership.4. Recall and discuss characteristics and qualities displayed by ethicalleaders.5. Evaluate the effectiveness of the Global Strategy Institute of the Centerfor Strategic International Studies (GLOBE) project.Chapter 7:Issues in LeadershipSupplementalReadingSee information below.Unit LessonLearning Activities(Non-Graded)See information below.Key Terms1.2.3.4.5.6.7.8.9.AutonomyCharismaCourageDuty ethicHumane-orientedbehaviorsJusticeTeam orientationTrustworthinessUtilitarian theoryA person’s leadership style encompasses how that person provides direction,implements a plan, or motivates others. To achieve their goals, effective leadersoften switch styles as necessary to suit the situation. Organizational trust andrespect are vitally important to optimizing human resources through a group’sshared set of values, which are known as ethics.Ethics has always played an important role in determining how EMSorganizations are run and how individual members conduct themselves in theirprofessions. In fact, “The topic of ethics is stressed early in EMS providertraining and includes confidentiality, honesty in reporting, and respect forpatients, coworkers, and the public at large” (Brophy, 2010, p. 22). Brophy(2010) also suggested that, “As EMS leaders, we must realize that our ethics,values, morals, and integrity will face new and evolving challenges beyond thosewe faced as providers” (p. 22). What are some of the evolving challenges? Is itthe economy? Is it new health risks? Is it simply right versus wrong, or would itbe right versus right ethical dilemma? What does having ethics mean?Compton (2003) stated, “Ethics are measured based on a person’s words andbehavior as they carry out their personal and organizational responsibilities andcommitments” (p. 209). However, does having good ethics make you a goodleader when carrying out organizational responsibilities and commitments?Goertzen (2013) suggests that leadership can be ethical but not effective andthat leadership can be effective but not ethical. Northouse (2007) suggests thatthe relationship between ethics and leadership is based on who the leaders areand what they do. Northouse also suggests that leadership is concerned withleader behaviors—that leaders’ desirable qualities and ethics controls choicesleaders make and how a leader will respond in a given situation.So what rules guide these choices and the relationship between leaders andethics? Are there consequences to the actions of leaders? Are ethical leadersdriven by self-interest or altruism? Do their actions achieve the greatest good forthe greatest number? Northouse (2007) suggests that there are two theories thatdeal with these questions: “…theories that stress the consequences of leaders’EMS 3302, EMS Planning and Development1 actions and those that emphasize the duty or rules governing leaders’ actions”(p.343). The author suggests that leaders need to focus on their own conductand if their conduct will produce a desirable consequence of what is right.(D.M. Campbell, 2013)Northouse’s (2007) first principle, ethical egoism, suggests that leaders shouldact to create a self-interest environment within the organization. In comparison,Kidder’s (1995, p. 158) rule-based thinking, from a consequential viewpoint,would be that the leader should “act in accordance with whatever law [theleader] would like everyone else in the world to follow in relevantcircumstances.” We can see that Kidder’s first principle is very similar in natureto Northouse’s regarding acting out of ethical egoism.Northouse’s (2007) second principle, utilitarianism, is similar to Kidder’s (1995)ends-based thinking, which relies heavily on the consequences, or end result,of the leader’s action. Both ends-based thinking and utilitarianism require thatin the end, success—the greatest good for the greatest number—will bedecided by “determining who will be hurt and who helped and measuring theintensity of that help” (Kidder, 1995, p. 24). A third theorist, Badaracco (2002,p. 78), proposes the risk-return approach, which espouses Kidder’s endsbased thinking and parallels Northouse’s utilitarianism thinking. Badaracco’sapproach involves “…answering three questions: How much organizationalcapital do you have? How much are you placing at risk? What are the likelyrewards, for others and yourself?”Northouse (2007) suggests that the third principle, altruism, involves moralactions that promote the best interest of others. Northouse supposes thatleaders need to act in the interest of others even if it is in opposition to theleader’s own self-interest. Kidder (1995) refers to the principle as care-basedthinking, which encourages us to follow the Golden Rule and “to do to otherswhat we want others to do to us” (p.159). According to Kidder, if leaders wouldpicture themselves as the recipient of a planned action rather than the onemandating the action, and think about how they would feel as a result of havingthat action imposed on them—in other words, put themselves in their followers’shoes—then leaders would be more prone to choosing the right actions.However, Kidder wrote, “The rule also produces some practical difficulty ofdetermining the most relevant other – the one into whose shoe you wish to fit –whenever a number of players are involved, each having different concernsand issues” (p.161).Drucker (2005) has a similar view on altruism and espoused that businessethics should be based on the Hipprocratic oath that was formulated byHippocrates 2500 years ago, and which is still adhered to by medical doctorsEMS 3302, EMS Planning and Development2 today: “Above all, not knowingly to do harm” (p. 65). On the other hand, Druckersuggested that no one can promise to never knowingly do harm—“All he can dois try” (p.65). This principle encourages us to care enough about others so thatwe will always consider what would be in their best interest when makingleadership decisions. Nonetheless, Kidder (1995) suggests applying the threeresolution principles in order “…to locate the line of reasoning that seems mostrelevant and persuasive to the issue at hand” (p.185).Northouse (2007) listed several other theorists who provide a variety ofperspectives on ethical leadership and the relationship of ethics to leaders. Forexample, Heifetz suggested that leadership “involves the use of authority to helpfollowers deal with conflicting values that emerge in rapidly changing workenvironments and social cultures” (p.347). Burns’ perspective places a strongemphasis on followers’ needs, values, and morals. Burns suggests that leadersneed to engage themselves with the follower and help the follower withconflicting values. Greenleaf is credited with developing the servant leadershipperspective, which emphasizes service to others. Greenleaf stresses ethicalpractices and suggests that leaders have a duty to serve ethically, with a focuson the long-term effects of leadership behaviors. Nonetheless, most of thetheorists recognized the importance of ethical leadership based on respect,service, justice, honesty, and community.Although the relationship of leadership and ethics is not completely synonymous,neither one can be distinguished and defined separately. Northouse (2007)suggests that leaders play a major role in creating the ethical climate and needto be sensitive to the values they promote. Northouse postulated that ethics iscritical in the leadership process: “Because leadership involves influence, andleaders often have more power than followers, they have an enormous ethicalresponsibility for how they affect other people” (Northouse, 2007, p.367). Inaddition, Kidder (1995) wrote, “Ethics is not a blind impartiality, doling out rightand wrong according to some stone-cold canon of ancient and immutable law.It’s a warm and supremely human activity that cares enough for others to wantright to prevail” (p.59). Good leaders serve others by being altruistic, showingrespect, placing fairness at the center of decision making, and being honest andnot counterproductive (Northouse, 2007).Points to PonderA police officer for a local community stops an off-duty EMS employee as theresult of his driving. The EMS employee stated he was a paramedic for the samecommunity. The police officer noticed that the paramedic appeared to beintoxicated. The police officer requested that the dispatcher contact EMS toverify that the subject he stopped was an EMS employee.A Lieutenant/Paramedic received the call from the Communications Centerdispatcher, who reported that one of the police officers was handling a trafficstop involving a person who stated that he was an EMS employee and that theofficer needed verification of employment. After the police officer receivedverification, the EMS employee was allowed to leave in the care of an unknownperson.During the course of the next day, several rumors started to come forward aftera posting on a social media site that talked about two off-duty EMS employeeswho had been drinking on county property at an EMS station. In addition, thesocial media site stated that one of the EMS employees was stopped by a policeofficer. An internal investigation was conducted to determine the facts of theincident and further determine if the alleged incident violated the departmentpolices, rules or regulations, directives, or the collective bargaining agreement.EMS 3302, EMS Planning and Development3 Based upon the information obtained through the interview and interrogationprocess, both EMS employees appeared to be intoxicated by their actions in thestation. Witnesses stated that both EMS employees took part in consumingalcohol while in the station on county property. The officer in charge requestedboth EMS employees to leave the station, while other employees attempted toobtain rides for both of the employees.The outcome of the investigation was that both EMS employees, who came intothe EMS station in an off-duty status while intoxicated, did not violate anypolicies, general orders, directives, or procedures. However, their coming intothe station intoxicated, as supported by testimony, placed the officer in chargeand each of the other EMS employees in a precarious position, possibly makingthem liable for any actions that could have occurred while the intoxicatedemployees were on county property, as well as anything that occurred after theyleft the county property. On the other hand, the county allowed the sameemployees and others to drink on county property during a recent Christmasparty.Does this scenario pose an ethical dilemma? Was it a right versus right dilemma,or was it clearly a right versus wrong? If it was a right verses right dilemma, wasit the clashing of values that constituted the dilemma? Was it a dilemma ofjustice versus mercy? Did the EMS personnel coming into the station in an offduty status while intoxicated create a precarious situation even though it did notviolate any policies, general orders, directives, or procedures? The legal andmoral aspect of justice and core values would state it was wrong to drive whileintoxicated. Then what about drinking on county property? Doesn’t drinking oncounty property just involve a policy and not the law of the land? Is this a rightversus right because the county just had a Christmas party allowing alcohol oncounty property? Kidder (1995) wrote, “I use the term ethical dilemma, then, tostand for those right-versus-right situations where two core values come intoconflict—distinguishing such dilemmas from the right-versus-wrong issues thatproduce what can usefully be called moral temptations” (p. 114). Clearly thissituation produced a moral temptation.Let’s look further into this situation. When the police officer stopped the EMSemployee for apparently not being able to maintain control of his vehicle, then lethim go, was this because of right versus right dilemma? Was this an evenhanded application of law or justice by the police officer? Wasn’t it apparent thatthe employee was intoxicated? Would a civilian have been let go withoutconsequences in a similar situation, or was it compassion or professionalcourtesy to let the intoxicated EMS employee go in the care of someone else?Was this a justice versus mercy situation for the employee with the policeofficer?Going back to Northouse’s principles, was the officer’s action in freeing thedrunk EMS employee an application of utilitarianism, or a denial of it—did itachieve the greatest good for the greatest number?The police officer knew that the consequences for an EMS employee beingarrested for driving under the influence would be significant, which probablyplayed a large part in his letting the driver go instead of arresting him. Kidder(1995) wrote, “If ethics seems at times fuzzy around the edges, part of theproblem lies in our definitions” (p. 113). Nonetheless, this pits the dilemma of anexperienced paramedic against justice versus mercy. “In defining and evaluatingethical leadership, we must consider both the individual leader and the particularcontext within which that leader makes a decision or takes an action” (Brophy,EMS 3302, EMS Planning and Development4 2010, p. 23). Then Brophy warns that in the same situation, the character of theleader who is fair and has integrity could be considered differently—morenegatively—than those whose character may be questionable. The authorcontinues by stating:…sometimes no matter how beyond reproach a leader may be, othersmay see the leader in a less flattering light because of their ownexperiences and perspectives rather than the integrity of the leader.Understanding that decision-making biases affect us all will go a longway toward the practice of ethical leadership. (p. 23)In the text, you will explore several important trends and ideas regarding ethicsand culture as they pertain to leadership in EMS, as well as how ethics isemerging as a critical component of leadership today. You will learn about sevenkey challenges that policy makers, business figures, and other leaders mustaddress by the year 2025 as outlined by the Global Strategy Institute of theCenter for Strategic International Studies (GLOBE). You will also learn about thetoxic triangle of unethical leadership and will explore moral theory and therelevant qualities of ethical leaders.ReferencesBadaracco, J. L. (2002). Leading quietly. Boston, MA: Harvard Business School.Brophy, J. (2010). Leadership essentials for emergency medical services.Burlington, MA: Jones and Bartlett.Compton, D. (2003). Leadership for today and tomorrow. In R. C. Barr & J. M.Eversole (Eds.), The fire chief’s handbook (pp. 209-210). Tulsa, OK:PennWell.Foster, D. T., Goertzen, B. J., Nollette, C., & Nollette, F. P. (2013). Emergencyservices leadership: A contemporary approach. Burlington, MA: Jones &Bartlett.Drucker, P. F. (2005). The essential Drucker. New York, NY: Collins Business.Heifetz, R. A. (1994). Leadership without easy answers. Cambridge, MA: TheBelknap Press of Harvard University Press.Kidder, R. M. (1995). How good people make tough choices. New York, NY:Harper Collins.Northouse, P. (2007). Leadership: Theory and practice. (4th ed). ThousandOaks, CA: Sage.Supplemental ReadingLearn more about this week’s topics by searching in the databases of the CSUOnline Library. The following articles can be found in the Business SourceComplete database:EMS 3302, EMS Planning and Development“What Drives an Ethical Culture?” by Jack Gilbert discusses the processof creating a shift in ethical culture in the healthcare and other industries.Topics include recognizing ethics as a priority.5“The Relationship Between Ethical Leadership and Unethical ProOrganizational Behavior: Linear or Curvilinear Effects?” examines howethical leadership relates to unethical employee behavior intended tobenefit the organization.“The Dissolution of Ethical Decision-Making in Organizations: AComprehensive Review and Model,” by Ralph Jackson, Charles Wood,and James Zboja, discusses reasons why organizations experienceethical dissolution.The CSU Online Library offers many electronic versions of books that relate tothis week’s study topics. For example, the following e-books can be found in theBusiness & Economics section of the CSU ebrary:Arbogast, S. V. (2013) Resisting Corporate Corruption: Cases inPractical Ethics From Enron Through The Financial Crisis. (2nd ed.)New York: Wiley.Schaffer, S. (2004). Resisting ethics. Gordonsville, VA: PalgraveMacmillan.Learning Activities (Non-Graded)EMS Leadership PodcastsVarious leadership podcasts are presented on the EMS Leadership web site.These podcasts feature a group of guest speakers who are EMS leaders,supervisors, and chiefs. These podcasts can be downloaded.Although none of the podcasts directly mentions ethics, many may be of interestas they provide a variety of information about EMS Leadership topics. Take timeto review the EMS Leadership web site at http://www.emsleadership.com/.Listening to these podcasts, which focus on EMS personnel and issues, couldprovide valuable insights that could help you in your career.Learn About YourselfHow many of the seven qualities of ethical leaders have you mastered? The selfassessment activity on page 119 will help you determine if you are an ethicalleader. This self-knowledge can help you as you develop your leadership skills.How can you focus on improving those ethical qualities that may needimprovement?After you determine your ethics rating, take time to think about how you canapply what you have learned to your profession or career choice as a leader inEMS.If you have difficulty or questions with the concepts involved in this activity,contact your instructor for additional discussion and/or explanation.Make a DecisionThe Culture and Leadership activity on page 119 will help you apply what youare learning in this unit to interacting with people from different culturalbackgrounds. Use Table 7-5, on page 115, to help you clarify the relationshipbetween leadership and cultural differences, based on humane-orientedbehaviors. As you complete the table, pay particular attention to the differencesbetween members of different culture clusters.EMS 3302, EMS Planning and Development6 If you have difficulty or questions with the concepts involved in this activity,contact your instructor for additional discussion and/or explanation.Non-graded Learning Activities are provided to aid students in their course ofstudy. You do not have to submit them. If you have questions, contact yourinstructor for further guidance and information.EMS 3302, EMS Planning and Development7