Ethical Leadership IG Cover.indd - Family and Consumer Science ...

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DEVELOPING EFFECTIVE LEADERSCase Study 3: The Caring Board of DirectorsThe Board of Directors of Caring Companions for Kids needs toselect a new board member. They have two applications—one froma black, single mother who has volunteered extensively for the organizationand one from a white male who has a track record of beingthe best fund-raiser in town. The Board is predominantly white maleand has no representation from the consumer group. They havestruggled with fund-raising and would like to get on firmer footing.Because of their by-laws, they cannot add a new seat to the Boarduntil their annual meeting, which is almost a year away.Using the MORAL Model, discuss what you might consider doingin this case.• Massage the Dilemma• Outline Options• Review Criteria and Resolve• Act• Look BackETHICAL LEADERSHIP - MODULE OUTLINE 13
DEVELOPING EFFECTIVE LEADERS22. CommonRationalizations• When trying to make anethical decision, it maybe useful to considercommon rationalizationsthat may point tounethical behavior.Discuss the commonrationalizations.Possible discussionquestions:• Which of these do youthink is used most often?Which would you admit•to using, and what wasthe situation?Common Rationalizations(Josephson Institute, 1991)(Slide 22)In making decisions that involve ethical principles and conflictinginterests of various stakeholders, it may be useful to take intoaccount the most common rationalizations used to justify unethicalconduct.If it’s necessary, it’s ethical.Based on the false assumption that necessity breeds propriety.Necessity is an interpretation not a fact. Even actual necessitydoes not justify unethical conduct. This “end-justifies-the-meansreasoning” leads to treating assigned tasks or desired goals as moralimperatives.If it’s legal and permissible, it’s proper.Substitutes legal requirements (which establish minimal standards ofbehavior) for personal moral judgment. Does not embrace full rangeof ethical obligations, especially for those involved in upholding thepublic trust. Ethical people often choose to do less than they areallowed to do and more than they are required to do.I was just doing it for you.Primary justification for “white lies” or withholding importantinformation in personal or professional relationships. Consider theperspective of the person lied to. In discovering the lie, would theythank you for being considerate or feel betrayed, patronized, ormanipulated?I’m just fighting fire with fire.Based on false assumption that deceit, lying, promise-breaking, etc.are justified if they are of the same sort engaged in by those you aredealing with.It doesn’t hurt anyone.Rationalization used to excuse misconduct based on the falseassumption that one can violate ethical principles so long as there isno clear and immediate harm to others.Everyone’s doing it. It can’t be wrong.A false “safety in numbers” rationale fed by the tendency to uncriticallyadopt cultural, organizational, or occupational behavior systemsas if they were ethical.It’s okay if I don’t gain personally.Justifies improper conduct done for others or for institutionalpurposes on the false assumption that personal gain is the only testETHICAL LEADERSHIP - MODULE OUTLINE 14
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Ethical Leadership IG Cover.indd - Family and Consumer Science ...

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