Ethics: The Importance Of Leadership And Ethics In Organizations

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Leadership and Ethics

The important first step towards injecting leadership into executing projects is to realize the importance of ethics in defining one’s character, and understanding that one’s character defines their ability to lead.

Learning how to exhibit and reinforce ethical behavior is the challenge. Ethical traits include: honesty, fairness, respect, and actions that are NOT self-serving. Ethical traits are demonstrated by empathy, the true ability to reach out and care. Empathy must be genuine, from the heart. Be careful if you are tempted to say “I know how you feel.” You cannot know how someone feels unless you have lived their life and experienced what they have experienced.

Demonstrating ethics requires consistency – our
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In a matrix organization, the project team reports “indirectly” to the project manager and “directly” to the functional leadership. When the project team reports directly to their functional manager, the result is the functional manager has control over their salary, bonus, etc.

The functional manager has leverage over the project team member. The result is that opportunities exist for the functional manger to interfere, intentionally or unintentionally, with the direction of the project manager.

Leverage, or in this case the lack of leverage, is a key component of leadership. How does the project manager lead the project team, stakeholders and others who have the potential to impact your project without having leverage?

The graphic below gives another view. The project manager has to interact with a myriad of individuals, none of which the project manager has leverage over.

Exercising influence requires that the project manager develops strong, positive relationships. These relationships are based on trust and a history of consistent behaviors that are important to the organization. All of which is based on ethical and consistent
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Mr. Tuckman maintained that these phases are all necessary and inevitable such that the team will grow, face up to challenges, tackle problems, find solutions, plan work, and deliver results.

The model is consistent with the remainder of the chapter, in particular the characteristics of high-performing teams.

Forming: the initial stage in which the members get acquainted and begin to establish ground rules. This stage ends once members think of themselves as part of a group.

Storming: this stage is marked by conflict. Important issues begin to be addressed, and minor confrontations arise. The way the confrontations are handled is a factor in how long the team stays in this stage. Once the team learns how to address confrontation, they begin to move into the Norming stage.

Norming: the "rules of engagement" for the group are established and agreed to. The scope of the member’s responsibilities are clear and agreed to. The team now understands each other better, and can appreciate each other 's skills and experience. Individuals listen to each other, appreciate and support each other, and are prepared to change pre-conceived views. There is a common set of

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