Ethical Leadership David Pinder has embraced ethical leadership at Cardinal IG, which has established an ethical culture in several main ways. First, he has ensured that the relationship between the management and the employees is as healthy as possible. He has even ensured that he himself interacts well with the employees and that he is aware of the issues that his employees could be going through from the personal perspective. The core aim of ethical leadership is establishment of relationships, which are based on respect, trust, fairness, and honesty (Phillips and Stanley 428).
It is clear that Pinder ensures that the employees are treated with dignity and respect. He also shows ethical leadership by remembering the names of the employees, as well as those of their family members, which shows concern that is beyond the normal daily workplace activities. Such modes of leadership bring long-term benefits for the organization such as increased commitment and better job satisfaction, which are reflected, in improved individual performance and the overall organizational performance. This also ensures that employee emotional well-being is good.
This is reflected in their mood and performance. Such leadership also contributes towards the high performance of existing organizational teams because they become encouraged as their needs are taken care of. Pinder’s constant interaction with the employees ensures the encouragement. Moreover, the deed of concern is also present in this organizational culture. This can be seen from the perspective that Pinder is concerned with knowing their family members’ names. While this may contribute as concern for the interest of the employees, it also shows that he values the employees and that he is aware of the best ways of motivating them.
If the employees feel valued, they become motivated and their productivity improves significantly. The style of leadership that has been adopted in Cardinal IG can be said to be the participative form of leadership. Pinder exhibits all characteristics of this leadership. For instance, the participative leadership requires the leader to establish communication channels in the organization and ensure that there are healthy relationships both among the employees and between the employees and the management (DuBrin 380). This style also encourages contribution from the employees and involved shareholders.
Moreover, prior to making of decisions, the organization considers the input of various shareholders. This can be seen in Cardinal IG as Pinder establishes an organization that is mostly based on teamwork. Pinder has taken several steps in ensuring that an ethical culture is established in the organization. First, he has ensured that a leadership-training program has been established in the organization. Such programs are effective when the organization want to train the leading individuals so that they can achieve a specific goal.
Pinder’s training program encompasses the most important aspects such as the formal and the informal parts. These programs ensure that the managers and the supervisors lead the organization in a way that the employees will emulate. In Cardinal IG’s perspective, the organization established the training program to ensure that the mangers will function as coaches and mentors. In addition, the organization expects the program to train the managers on the importance of being available to the employees at all times. This is effective in ensuring that if conflicts occur, they are dealt with instantly since the manager is available.
Second, Oinder has also established a culture that follows an existing system of rules that govern the activities exhibited by the employees. The organization ensures that expectations and responsibilities are clear and that self-regulation is encouraged. In addition, the established culture ensures that the employees make decisions that are based on ethics. This implies that they may apply organizational based ethics or even refer to personal ethics. Regardless of the referred ethics base, the employees make the most appropriate decisions since they feel that they are responsible for the outcomes in the same way that Pinder takes care of their work and personal needs.
Moreover, the mission of the organization was established in a strategic way in that it is ethical in nature. During its establishment, the organization ensured that the main points of concern include employees, customers, and profitability. This mission is ethical in nature because most organizations establish mission statements that are economic oriented and that have very little to do with the human resources.
While Cardinal IG viewed employees as important entities to its survival, other organizations may view employees as tools of production, which is ethically wrong. Pinder also established a policy that advances the idea of ethical behavior. This is the open door policy. Besides facilitating immediate resolution of issues in the organization, the open door policy also exhibits an ethical culture because it is people oriented. This implies that it concentrates on the good of the people. This can be seen through Pinder’s constant interaction with the employees, which allows him to be aware of all activities going on in the organization.
This also enabled him to be aware of what individual teams are doing in the organization. This is effective in resolving any problems for the betterment of the employees and the overall organization. This indicates a sense of ethical culture. Cardinal IG has empowered the employees who are then responding through the practice of responsible leadership.
This has been made possible by the fact that Cardinal has established organizational training program that is dedicated towards responsible leadership. This program ensures that there is creativity in the organization and that innovation is taken seriously in the organization. These are some of the aspects that come with responsible leadership. The self-regulation aspect is also based on employee empowerment. Self-regulation encourages the employees to practice ethical judgments since there is a sense of responsibility (Roche et al. 63-64). Since the organization treats the employees fairly, they feel somehow responsible for outcomes related to their activities.
This indicates that self-regulation brings strong influence in the organization and it functions as the best motivator towards creativity in the organization. This is because the employees are allowed to exercise their imagination and ideas. This is also known as taking risks. In the most productive organizations, taking risks is encouraged and rewarded. When this is done, the organization acquires better ways of completing common tasks in the organization. Self-regulation also enables the employees to improve own efficiency when completing tasks. This is because they have room for trying new ideas as opposed to the organizations that are strict with regard to the methods that should be used when working (Park 214).
The form of empowerment that has been encouraged in the organization helps in ensuring better efficiency mostly because the employees’ thinking capabilities are free as they can practice their ideas for the betterment of the organization (Deb 284). On the other hand, the possibility of failure when exercising the power to try new things reduces. This happens because employee empowerment comes with the idea of providing the employees with information regarding previous attempts at doing certain things and the outcomes.
This would ensure that the employees would risk attempting ideas that have a high chance of succeeding. This implies that there would be a high probability of success. The ideas that would be contributed by the employees would promote safety in the organization and improve the reputation of the organization. Absenteeism would reduce and the overall performance of the company would improve. These are some of the most probable reasons that have brought success to Pinder’s organization.
The organization’s success must be founded on the most effective ways of treating the employees. This is because the more the employees feel that their contribution has direct impact on the outcome of the organization, the more responsible they would feel. Works Cited Deb, Tapomoy. Strategic Approach to Human Resource Management: Concept, Tools and Application. New Delhi: Atlantic, 2006. Print. DuBrin, Andrew J. Essentials of Management. Mason, Ohio: South-Western/Thomson Learning, 2012. Print. Park, James J. Embedded and Multimedia Computing Technology and Service: Emc 2012.
Dordrecht: Springer, 2012. Print. Phillips, Jean, and Stanley M. Gully. Organizational Behavior: Tools for Success. Mason, OH: South-Western Cengage Learning, 2012. Print. Roche, William K., Teague, Paul and Colvin, Alexander J. The Oxford Handbook of Conflict Management in Organizations: Roche. Oxford: Oxford University Press, 2014. Print.