Class Summary
This session deals with important aspects of leadership—those having to do with practices and behavior that model the way for a credible, ethical, and honorable workplace.
LDR295
3.0
Combinable
0.23
One 3.5-hour session
Executives, managers, and supervisors.
- Avoid management practices that create hypocrisy and erode credibility.
- Send a clear message of integrity, vision, and values.
- Handle with ease external and internal pressures to behave dishonorably.
By the end of this program, you will be able to:
- Recognize the importance of vigorous vs. caring virtues.
- Address management policies and practices that inadvertently encourage unethical behavior.
- Deal with turf wars, difficult employees, staff conflict, and political pressures in a consistent, ethical manner.
- The evolving definition of leadership
- Why what you learned in the past may be wrong
- How leadership differs from management
- How management by objectives can produce problems
- Caring virtues and vigorous virtues
- What happens when one group is neglected
- The one virtue that is key to resolving sensitive employee relations problems
- Case examples
- Reverse delegation
- Performance evaluation confrontations
- Practices that inadvertently reward poor performance
- Considering the organization’s influence
- Dishonorable versus honorable leadership
- Case examples
- Rebounding from bad decisions
- Dealing with negative employees
- Avoiding the “we/they” syndrome
- The Josephson Institute of Ethics decision-making model
- A sample decision-making guide from a local organization
- How employees are empowered to do the right thing
- How leaders are created
- Leadership from within–the significant of inside-out vs. outside-in