Journal Ethics

1)   The key lesson from   is that any person can fall into the trap of making an unethical decision.   It is not always a conscious decision to make an unethical decision.   These behaviors can often occur beyond conscious awareness.   Executives and managers alike can make decisions that they would normally condemn upon further examination.   With the fast pace that business today requires decisions to be made, sometimes ethical decision making can fall by the wayside.
  2) Ethical leadership is a two-part process that encompasses personal moral behavior and moral influence.   Great leaders demonstrate characteristics like justice, humility, courage, and compassion for others.   They are also a moral compass for their subordinates.   They should be the example to the people that they lead.   Without a good moral foundation it seems doubtful that a leader could continue down an ethical and moral path for very long.
  3) Two of the potential shadows or ethical burdens include privilege and loyalty.   Privilege or the abuse of may include irresponsible spending or more pay than the leader deserves.   It is easy to fall into this trap because leaders generally take on more responsibility than most other employees, therefore more “perks” and compensation seem more easily justifiable.   The other slippery slope or shadow I would like to discuss is loyalty.   This is the one that I find the most complicated to deal with.   When companies that are profitable take production overseas to make even more money, costing many loyal worker’s jobs it shows a severe lack of loyalty.   Then there are situations that I have experienced when I have been put in a charge position where friends expect special favors.   It puts the leader in a bad place where they have to choose what is right and fair over being a “friend”.   It is a bad position to be put in.
  4) It is important for me to understand ethical decision-making so I can implement it in my career as a leader.   According to the six...