Leadership and Ethics In The New

Millennium

A Manifesto to no end of Socially Responsible

Initiatives

Prof. Ananda Das Gupta

Indian Institute of Plantation Management Bangalore
 12 Unique Insights On Leadership
1. Become a destiny architect

2. Encourage elasticity of thinking -- be a destiny pursuer versus an

operational comfort seeker

3. Identify, assess, and engage the very best talent

4. Become strategic rather than operational

5. Create a climate or spirit of celebration and applause -- spirited

organizations excel

6. Be committed every day to putting the pickax to the mountain, find

new ways to lift yourself and others higher
 12 Unique Insights On Leadership

7. Be the source of possibility thinking

8. Let your co-workers know they are worthwhile and full of promise

9. Find disciplined, organized ways to focus on integrity, trust,

credibility, and the commitment to do the right thing

10. Know that management is about today -- and leadership is about

tomorrow!

11. Know that management is about process -- leadership is about

purpose

12. Recognize success is not about perfection, it's about progress

 The High Performance Development Model

The High Performance Development Model

(HPDM) is the framework for developing highly-
skilled leaders for the 21st Century. By focusing
on eight core competencies, HPDM provides
the foundation for leading-by-example and
creating a motivating workplace.
 8 HPDM Core Competencies

1. Personal Mastery

2. Technical Skills

3. Interpersonal Effectiveness

4. Customer Service

5. Flexibility/Adaptability

6. Creative Thinking

7. Systems Thinking

8. Organizational Stewardship
 The Leadership Challenge

Focus on the individual members and the team

Provide employees and stakeholders the opportunity to develop and utilize their
talents and strengths

Listen to employees concerns

Allocate the right resources for the right project, at the right time

Specify standards and expectations

Delegate responsibility through empowerment

Let employees and stakeholders identify their own interests and abilities

Lead by example: set the standard for excellence

 The 3-Step Process

STEP 1: Self-Knowledge (Evaluation)

STEP 2: Self-Discipline (Organization)

STEP 3: Self-Sacrifice (Resolution)

 Facilitative Leaders

Facilitative leaders coach, mentor, sponsor,

teach, and lead. At the core of each of these
new roles is the skill of facilitation. Todays
leaders constantly practice facilitation and
feedback techniques, and hone skills for use at
the job.
 Organizational Ethics

Develop ethical behavioral influences.

Provide sound ethics training
Instill strong organizational values
Implement plans and strategies to
achieve ethical excellence
Build an integrity based organization
 The Role of Leaders

Objective
Code of Ethics
Policy Guidelines
Standards of Ethical Performance
Training
Punishment/Consequences/Discipline
Peer Reporting
 The Role of Leaders
Subjective
Moral Development
Appearance of the Act
Intensity of the Choice
Ethical Climate
Culture
Management and Leadership
 The Role of Leaders

Provide Sound Ethics Training:

Provide rationale for ethical behavior.
Help associates make sense of abstract ethical priorities
(policies,
procedures, ethical performance standards).
Provide intellectual weapons to support ethical standards.
Enable associates to recognize issues that may result in
ethical dilemmas.
Sharpen sensitivity and conscientiousness of moral issues
and moral
solutions.
Strengthen moral courage.
Improve the moral climate of the organization.
 The Role of Leaders
Instill Strong Organizational Values:
Strengthens the pursuit of better ways to guide
employee decisions and
behavior.
Increases awareness and sensitivity to ethical
differences across cultures.
Coincides with legal and social pressures.
Ensures that all organizational participants
understand and are in close
touch with organizational/ethical values.
Influences the personality, reputation, and image
of the organization.
 The Role of Leaders

Set an example.
Identify ethical weaknesses.
Look to introduce and rebuild ethical
values.
Assess compliance programs.
Get commitment of top managers.
Align ethics with organizational systems.
 The Role of Leaders

Ensure consistency in
implementation.
Monitor and assess.
Pursue continuous
improvement.
Design an integrity based
strategy.
 The Role of Leaders
Build an Integrity Based Organization

Starts at the top.leadership!

Set an example of integrity, honesty, and consistent behavior and
reinforce it with associates.
Be involved.
Pursue a culture of ethics and raise ethical awareness.
Establish a system of rewards tied to organizational values.
Make ethics and integrity a core value, and a core
competency.
Create faith in the integrity of common purpose.
Value ownership and entrepreneurship.
Respect individual creativity.
Understand socio-emotional behavior.
Develop emotional intelligence/moral
The Integrity Based Strategy
Not a compliance strategy--more than a code of conduct.
Provides a firm foundation for ethical behavior.
Taps into powerful human impulses for moral thought and
action.
Defines and gives life to an organizations values that guide
behavior.
Instills a sense of shared accountability.
Serves as a frame of reference for all associates.
Unifies the organization.
Defines what an organization is: its culture, its values, its
integrity, its image, its reputation.
In line with a contemporary leadership styles.
Enables responsible behavior and guides self-management
 The Integrity Based Strategy

COMPLIANCE STRATEGY
Ethos: Conformity with Standards
Objective: Prevent Misconduct
Leadership: Code of Conduct Driven
Methods: Education; Auditing; Penalties
Behavioral
Assumptions: Autonomous Beings Guided
Material Self Interest
 The Integrity Based Strategy
INTEGRITY STRATEGY
Self Governance
Enable Responsible Conduct
Management Driven
Leadership; Accountability;
Systems Decision Processes
Social Beings Guided by Values
and Ideals
 Ethical Balanced Score Card
Financial Operational Customer / Stakeholder Development
Perspective Perspective Perspective Perspective
Good governance Leadership structure Responsiveness Sustainability vision
and policy

Risk management Beyond compliance Corporate Citizenship Codes of conduct

Profit distribution Environmental and social Consultation in Partnership Sustainability in

strategies strategy development

Taxes and subsidies Sustainability programs Customer relationships Stakeholder

knowledge

Profit sharing Labor relations Supplier relationships Sustainability

assessment

Compensation Customer satisfaction Innovation

Diversity Product certifications

Training Recognition and Rewards

Health and safety Sustainability benefits to customers

Non-mandated benefits Social and environmental impacts

 Some Examples of Socially Responsible Companies-INDIA

Auto Ancillaries: Sundaram Clayton Ltd.

Automobiles: Ashok Leyland Ltd.
Cement: ACC Ltd.
Chemicals: Kansai Nerolac Paints Ltd.
Computers: Moser Baer
Construction: GMR Infrastructure Ltd.
Electronics: Siemens Ltd.
Heavy Engineering: Larsen and Toubro Ltd.
Financial Services: HDFC Ltd.

Reference: http://www.karmayog.org/csr2008/
 The four pillars of an inclusive
organization are: Value creation, good
Governance, Societal Impact and
Environmental Issue