July 22, 2010 2 Comments
Gebler (2006) defines culture as an objective picture of the organization. The culture is also considered as the employees’ and managers’ sum of collective values and behaviors (Gebler, 2006). These values and behaviors will govern the organizational ethical practices. One of the leaders’ important tasks is to maintain these values and behaviors. The organization moves toward an ethical culture only if it understands the full range of values and behaviors needed to meet its ethical goals (Gebler, 2006). The leaders should demonstrate a sense of right versus wrong, and concern for others. These leaders are leading by example to help the organization to enforce the ethical behaviors (Angus-Leppan, Metcalf, & Benn, 2010). For example, Google top management are leading by example. They maintain high visibility and communicate their views and ideas with the workers while they are in the corridors of the buildings or in the cafeteria.
Ethical behavior and corporate social responsibility have become a must to maintain the organization’s permit to operate in a community (O’Donohue & Nelson, 2009). Resolve conflicts between the organizational expectations and employees preference to help in giving the employees the freedom to make the ethical decision (O’Donohue & Nelson, 2009).
Angus-Leppan, T., Metcalf, L., & Benn, S. (2010). Leadership styles and CSR practice: an examination of sensemaking, institutional drivers and CSR leadership. Journal of Business Ethics, 93(2), 189-213. doi: 10.1007/s10551-009-0221-y
Gebler, D. (2006). Creating an ethical culture. [Article]. Strategic Finance, 87(11), 28-34.
O’Donohue, W., & Nelson, L. (2009). The Role of Ethical Values in an Expanded Psychological Contract. Journal of Business Ethics, 90(2), 251-263. doi: 10.1007/s10551-009-0040-1