Leadership Ethics at Work: More Than Mere Talk

By Elmore, Barbara | Baylor Business Review, Spring 2013 | Go to article overview

Leadership Ethics at Work: More Than Mere Talk


Elmore, Barbara, Baylor Business Review


One of the first things to know about ethical leadership in business is that the subject is greater than a collection of interesting anecdotes about good and bad CEO behavior dissected in a classroom.

Conveying that concept with clarity is important to Mitchell Neubert as he leads students through concepts in his Principled Leadership classes. The associate professor of Management and Entrepreneurship offers a focused picture of an ethical leader as a person who encourages workers to speak up when something on the iob is wrong, someone who promotes an environment in which people enjoy going to work.

If anyone needs more explanation than "leading ethically is the right thing to do," Neubert offers this: "RESEARCH SHOWS THAT ETHICAL LEADERSHIP IS CRITICALLY IMPORTANT TO THE SUCCESS AND VIABILITY OF AN ORGANIZATION. It's more than just a nice idea to discuss."

Still, discussions about different kinds of leadership and leadership styles make up an important part of Neubert's upper-level class, which mostly attracts business majors but sometimes draws in others interested in ethical leadership, such as students in the Academy for Leader Development and Civic Engegement who study leadership from a Christian worldview.

"I try to make the class practical as well as conceptual," said Neubert, who holds the Chavanne Chair of Christian Ethics in Business. His discussions of leadership styles include talking about the meaning of a servant leader and how to lead situationally. He also looks at working in groups and leading from within groups.

"We also spend quite a bit of time on the ethics of a leader and how those ethics apply to the decisions a person makes as a leader," he said. Here, students must find and report on recent ethical failures in business and analyze the results of poor ethical decision-making.

Bad decisions do not have to be mammoth failures, such as News Corporation's cellphone hacking scandal, but they do have to be relevant. For example, in a similar exercise in an Executive MBA class, one of Neubert's students used an example of an employee fired for inappropriate use of social media.

"That was a small, individual type of behavior, not systemic like News Corp.," Neubert said. "Examples don't have to be limited to large corporations because it's not just a corporation that has ethical failures."

Also part of his classes are "leadership cafes" in which local leaders talk to students about their own leadership styles and ethical challenges. They discuss the actions they take to incorporate their values at work.

"I want to expose students to real world challenges in addition to what they are reading in academic literature," Neubert added.

In the fall semester, Neubert encourages his students to attend Baylor's Dale P. Jones Business Ethics Forum events. This two-week-long forum offers students opportunities to hear from national, recognized business leaders and participate in competitions that assess their own ethical decision-making.

During the spring semester, Neubert sends his students to the business school's Paul J. Meyer Christian Leadership in Business Speaker Series, a one-day event. …

The rest of this article is only available to active members of Questia

Already a member? Log in now.

Notes for this article

Add a new note
If you are trying to select text to create highlights or citations, remember that you must now click or tap on the first word, and then click or tap on the last word.
One moment ...
Default project is now your active project.
Project items

Items saved from this article

This article has been saved
Highlights (0)
Some of your highlights are legacy items.

Highlights saved before July 30, 2012 will not be displayed on their respective source pages.

You can easily re-create the highlights by opening the book page or article, selecting the text, and clicking “Highlight.”

Citations (0)
Some of your citations are legacy items.

Any citation created before July 30, 2012 will labeled as a “Cited page.” New citations will be saved as cited passages, pages or articles.

We also added the ability to view new citations from your projects or the book or article where you created them.

Notes (0)
Bookmarks (0)

You have no saved items from this article

Project items include:
  • Saved book/article
  • Highlights
  • Quotes/citations
  • Notes
  • Bookmarks
Notes
Cite this article

Cited article

Style
Citations are available only to our active members.
Buy instant access to cite pages or passages in MLA, APA and Chicago citation styles.

(Einhorn, 1992, p. 25)

(Einhorn 25)

1. Lois J. Einhorn, Abraham Lincoln, the Orator: Penetrating the Lincoln Legend (Westport, CT: Greenwood Press, 1992), 25, http://www.questia.com/read/27419298.

Cited article

Leadership Ethics at Work: More Than Mere Talk
Settings

Settings

Typeface
Text size Smaller Larger Reset View mode
Search within

Search within this article

Look up

Look up a word

  • Dictionary
  • Thesaurus
Please submit a word or phrase above.
Print this page

Print this page

Why can't I print more than one page at a time?

Help
Full screen

matching results for page

    Questia reader help

    How to highlight and cite specific passages

    1. Click or tap the first word you want to select.
    2. Click or tap the last word you want to select, and you’ll see everything in between get selected.
    3. You’ll then get a menu of options like creating a highlight or a citation from that passage of text.

    OK, got it!

    Cited passage

    Style
    Citations are available only to our active members.
    Buy instant access to cite pages or passages in MLA, APA and Chicago citation styles.

    "Portraying himself as an honest, ordinary person helped Lincoln identify with his audiences." (Einhorn, 1992, p. 25).

    "Portraying himself as an honest, ordinary person helped Lincoln identify with his audiences." (Einhorn 25)

    "Portraying himself as an honest, ordinary person helped Lincoln identify with his audiences."1

    1. Lois J. Einhorn, Abraham Lincoln, the Orator: Penetrating the Lincoln Legend (Westport, CT: Greenwood Press, 1992), 25, http://www.questia.com/read/27419298.

    Cited passage

    Thanks for trying Questia!

    Please continue trying out our research tools, but please note, full functionality is available only to our active members.

    Your work will be lost once you leave this Web page.

    Buy instant access to save your work.

    Already a member? Log in now.

    Author Advanced search

    Oops!

    An unknown error has occurred. Please click the button below to reload the page. If the problem persists, please try again in a little while.