44.312 Security Management

 home > unit 2: Leadership

• What is good leadership (continued)?
  • Creating ethical culture:
    • leader must make certain ethical behavior and attitudes are followed daily, which requires developing organizational culture that fosters ethical conduct and clarifies ethical dimensions of decisions (Minkes, Smal, and Chatterjee, 1999).
    • 6 mechanisms to create that culture (Schein, 1992):
      • what leaders pay attention to, measure, and control
      • reaction to crises
      • observed criteria for resource allocation
      • deliberate role modeling -- visible behaviors
      • observed criteria for allocation of rewards and status
      • observed criteria for recruitment, selection, promotion, retirement -- and excommunication
• unethical leadership
  • "violational explanation" -- assumes leader knew action was immoral, happened because leader has "privileged access to information, people, and objects, as well as unrestrained control of organizational resources." Some leaders justify unethical behavior as price of winning business. "leadership brings with it justifications for doing things that others are not permitted to do." some have serious personality defects -- have grandiose sense of self-importance and entitlement, coming from "defective sense of self esteem"
    Dennis Koslowski's opulent lifestyle
    Enron conspiracy tapes
• Charisma and Leadership
  "instead of relying on other forms of solution-related power, a leader becomes charismatic by successfully changing the follower's attitudes to accept the leader's advocated position"
  • take high personal risk and engage in self -sacrifice "The greater the leader's personal risk for the common good, the more the leader is charismatic and worthy of follower's complete trust.
  • Know their areas of influence, and can show inadequacies in status quo
  • "active innovators"
  • "unconventional actions are based on realistic appraisals of environmental conditions"
  • "influence comes from idosyncrative power -- expert and referent -- rather than from the legal, coercive, and reward power associated with the position
  • "act as reformers or agents of radical change. Their charismatic leadership when they act as managers or administrators."

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