Скачать презентацию Moral capital is created by our choice of
Moral Capital.pptx
- Количество слайдов: 9
Скачать презентацию Moral capital is created by our choice of
Скачать презентацию Moral capital is created by our choice of
Moral capital is created by our choice of moral actions, actions which are beneficial to society in the long-term. The power that comes from moral actions is hard to measure, and it is a kind of soft power. For the individual, increasing moral capital creates an internal sense of wellbeing, self-respect and earned pride of ones actions. It is not about feeling morally superior to others. But just as a person can find enjoyment in having a strong social network without looking down on others, so can a person enjoy the satisfaction that derives from a moral life without contempt for others. In addition to that, a person who gains a high level of moral capital will earn trust from those that know them. They will have honor and integrity. While the words aren't used so often these days, they are no less important.
When we start talking about moral ethics we should talk about book, "The Moral Capital of Leaders: Why Virtue Matters, " Sison defines moral capital "as excellence of character, or the possession and practice of a host of virtues appropriate for a human being within a particular sociocultural context. " Or, in a word — integrity. Sison says that moral capital is more than a superficial commitment to values. "Rather, as excellence of character, moral capital depends primarily on cultivating the right habits or virtues. "
In practice, this moral capital is built up by means of our actions, which then develop into permanent habits. The habits, in turn, configure our character and our life. In business terms, good actions give us a return similar to what we earn in the simple interest accrued to money deposited in a bank. Habits are a payoff similar to compound interest, in which we receive a return not only on the sum deposited, but also on the accumulated interest payments made in the past. In fact, we need to pay more attention to the human factor in examining economic production, argues Sison. "Without the work of people, neither the most cutting-edge technology nor any amount of accumulated wealth or property will ever produce a significant improvement in human welfare. "
The book concludes with some ideas on how firms can promote the formation of moral capital among its workers. — Fostering the right actions by practicing the virtue of justice, understood as adherence to the law. — Investing in proper personal habits and corporate procedures by practicing the virtue of moderation in controlling the desire for immediate gratification. — Fostering an upright character and corporate culture by practicing the virtue of courage. This sustains long-term worthwhile projects despite difficulties. — Cultivating the proper lifestyle and corporate history by practicing the virtue of prudence, which disposes one to do what is good here and now, without losing view of the end goal.
We can’t really discuss ethical leadership without looking first at ethics. Ask 100 people – or 100 philosophers, for that matter – what they mean by ethics, and you might get 100 different answers. The struggle to define ethical behavior probably goes back to prehistory, and serves as a cornerstone of both ancient Greek philosophy and most major world religions. Ethical behavior, in its simplest terms, is knowing and doing what is right. The difficulty is in defining “right. ” Different individuals, different cultures, and different religions define it in different ways. The accepted treatment of women and attitudes toward slavery in different cultures and at different times in history provide prime examples of how what’s “right” can vary. Many people would define ethics and morality as identical, but it is helpful to view them somewhat differently. Ethics are based on a set of social norms and/or logically coherent philosophical principles; morality is based on a (usually broader) set of beliefs, religious and cultural values, and other principles which may or may not be logically coherent. Morality can, however, form the basis for an ethical system.
Leadership is a privilege and a responsibility that demands a good deal from those who practice it, whether formally or informally. High on that list of demands is the need to be ethical, both in personal life and in leadership. Ethical leadership requires from the leader a coherent ethical framework that will guide her decisions and actions all the time, not only in specific situations. Among the most important of the characteristics that define an ethical leader are openness and honesty; the willingness to make the discussion of ethical issues and decisions a regular part of the organizational or group conversation and culture; the urge to mentor others to lead; Finally, and perhaps most important, an ethical leader never stops reexamining his own ethical assumptions and what it means to be an ethical leader. Like so many other important tasks, maintaining ethical leadership is ongoing; like only a few others, it can last a lifetime.
Some important components of ethical leadership : The ability to put aside your ego and personal interests for the sake of the cause you support, the organization you lead, the needs of the people you serve, and/or the greater good of the community or the world. The willingness to encourage and take seriously feedback, opinions different from your own, and challenges to your ideas and proposed actions. The encouragement of leadership in others. Making the consideration and discussion of ethics and ethical questions and issues part of the culture of the group, organization, or initiative. Maintaining and expanding the competence that you owe those who trust you to lead the organization in the right direction and by the best and most effective methods. Accepting responsibility and being accountable. Perhaps most important, understanding the power of leadership and using it well – sharing it as much as possible, never abusing it, and exercising it only when it will benefit the individuals or organization you work with, the community, or the society.
WHEN AND BY WHOM SHOULD ETHICAL LEADERSHIP BE PRACTICED? The general pattern of most Tool Box sections includes these “when? ” and “who? ” questions. In this case, they are easily answered. Ethical leadership should be practiced all the time by anyone in a leadership position – whether that position is formal or informal, intentional or unintentional. There are no times when it’s more appropriate than others, nor are there people for whom it is more appropriate than for others. There are definitely times when ethical leadership is more difficult than not – when there are hard choices to make, or when the right choice is clear but unpleasant (confronting a nice person who’s simply not doing his job, and making everyone else’s harder as a result, for example, or acting against your own self-interest). In fact, the difficult times are when ethical leadership is most important, because the stakes are high.
Скачать презентацию Moral capital is created by our choice of
Moral Capital.pptx