Response each of question must be 200 words.
DQ 1. Festinger (1957) may be one of the most influential minds in the school of change. His theory set a stage for looking at effective change.Are you familiar with Festinger's work? Please check out his ideas regarding change--specifically cognitive dissonance--and share with the class what the theory is and how it impacts chanvge.
DQ 2. In the study conducted by Mette (2014), when an interpersonal leader creates relationships with constituents, school culture is changed to promote shared accountability and shared leadership within the organization. Mette's (2014) study provides evidence to support that an organization in which embodies toxicity can be cultivated to an ethical culture when the leader utilizes their interpersonal skills to create a foundation of trust with constituents.
The pendulum of ethical practice possesses the ability to swing with the change of leadership of an organization. In some cases, leadership positions change from directing an organization, morphing into a powerful political position. I have viewed leaders who begin their career exhibiting ethical leadership which in turn cultivated a culture of ethical behavior from the top down. As political interests became involved, and when leadership's behaviors changed to favor personal gain, toxicity took hold of the organization.
A personal code of ethical practice in the individual selected to lead the organization is paramount to the culture.
Mette, I. (2014). Turnaround reform efforts in a rural context: How community and culture impart change. Rural Educator, 35(3), 12-21.
DQ 3. Nothing guarantees ethical behavior... like discipline! On the contrary, even discipline only sets the stage for a reasonable expectation that employees will be compliant with a company's code of ethics. Considering the outcome and fate of Enron executives, there should be a reasonable expectation company executives would learn from the example set by Enron. But then Martha Stewart's unethical improprieties become public. This learner's grandmother was not a scholar yet she was wise and spiritual. This learner recalls hearing her say,"what is done in the dark: will come to light!" Her reference, "For there is nothing that will not be disclosed, and nothing concealed that will not be known or brought out into the open." (Luke 8:17, New International Version). In the final analysis Lakshmi (2014) suggests organizations void of "respect, honesty, integrity and trust at the leadership level would be catastrophic for any institution, organization or company" (p. 66). The anxiety over failure in leadership is overarching to institution of all types large or small, public or private, government or civilian. In the global context, unethical behavior has caused the general populous to wake-up and pay attention as ethics has become a critical issue in leadership discussions.
Reference
Lakshmi, B. (2014). Leadership ethics in today's world: Key issues and perspectives. ASCI Journal of Management, 44(1), 66-72.
DQ 4. Simply publishing an organizational code of ethics does not guarantee ethical behavior of members. A system of data collection to determine member accountability to ethical practice is necessary to properly enforce ethical behavior. In the study conducted by Dadhich and Bhal (2008), research provides evidence to support the premise of ethical leadership predicting all measured subordinate outcomes with the exception of extra effort. Ethical behavior is indeed a byproduct of a leader exhibiting behaviors that align to the ethics code of the organization.
It is my assertion that individuals make a conscious decision regarding their actions. One may choose to present behaviors that align to their personal ethics, and others may allow for their convictions to wane based upon external influences or situational positions. When a member wanes in their commitment to an organizational code of ethics, the organization is fractured and other members are placed in a position to decide to stay true or flex in their ethical practice.
Dadhich, A., &Bhal, K. T. (2008). Ethical leader Behavior and leader-member exchange as predictors of subordinate behaviors.The Journal for Decision Makers, 33(4), 15-25.
DQ 5. McKenna (2011) stated that organizations don't practice what they preach for the most part, and these impact the employees negatively, which result in low productivity. Integrity, honesty, and humility in that order are what employees value most in leadership, as such, if there is a lack of ethical alignment between leadership and employees, it will create a toxic environment (Mckenna 2011). If an organization is toxic, they must bring a leader that can change the culture to the ethical environment because failing to do so will be unethical and evil (Mehta &Maheshwari 2013). Mehta and Maheshwari (2013) cited (Bass, 1990; Avolio and Bass, 1995) that the type of leadership that is suited to eradicate ethical toxicity in an organization is laissez-faire leadership style because of their passive approach as a leader. In an organization that has a toxic unethical culture, both leadership and employees often suffer significant consequences. However, leadership cannot be held as the only one responsible for the effects of the toxic environment (Mehta &Maheshwari 2013). Therefore, it is not only important for organizations to recognize and identify toxic culture but also to take the necessary actions to eradicate it, so a leader can change organization's toxic culture.
References:
McKenna, T. (2011). The leadership disconnect. National Petroleum News, 103(5), 13.
Mehta, S., &Maheshwari, G. C. (2013). Consequence of toxic leadership on employee job satisfaction and organizational commitment. Journal Of Contemporary Management Research, 8(2), 1-23.