ORGANIZATION BEHAVIOR SURVEY

Organization Behavior Survey

Organization Behavior Survey

Introduction

Leaders are the most important and powerful influence on the culture of an organization and are responsible for creating credibility and trust. It is obvious that employees contribute more when they are working for something they believe in. There is more to work than is commonly assumed. There is rich opportunity here for leaders to appeal to more than just the material rewards. Great leaders, like great companies and countries, create meaning, not just money.

Discussion

To achieve success in today's competitive environment it is essential that Leaders develop the ability to interact positively with others, whether they are employees, employers, colleagues, customers or suppliers. Strong interpersonal skills are also required if one have to maximize. Organizations worldwide are confronting more turbulent markets, more demanding shareholders, and more discerning customers, and many are restructuring to meet such challenges (Cooper 2007). Change is always happening, like a river winding its way to the ocean; it never ceases. Leaders who want to get ahead in today's marketplace must learn to respond to a growing number of changes in how they structure companies, conduct business, implement technology, and relate to customers and employees. While most organizations focus on deciding what to change to improve company performance and quality.

We start with the understanding that what one culture considers ethical, another culture will consider unethical. The fact that there is not one universal set of behaviors one considers ethical and the fact that the terms moral and ethical are often used interchangeably should not dissuade people from seeking to develop a general theory of ethical leadership. “Leadership,” in the broadest sense of the term encompasses behaviors that are ethical as well as those that are generally considered unethical. Leaders can lead by misinforming their followers, making false claims to justify their actions and can base their actions on the convenient point of view that the “ends justify the means (Sherman 1999).”

Since, there is no general theory of ethical leadership, there is no research or solid evidence that shows that ethical behavior produces superior “leadership results” in the long term or the short term. And as long as we define “leadership results” as success (e.g. sales, revenues, sports victories, promotions, awards, etc.), and do not monitor or analyze the underlying leadership behavior in terms of whether it was ethical or not, that produced these results we can never show statistically that ethical behavior, however defined, is a superior result producer than unethical behavior.

No body of knowledge and certainly no successful behavioral modification training can ever be based on trying to teach people what not to do. The number and categories of unethical behavior are infinite and only limited by the imaginations of the six billion people on the planet (Budziszewski 2008). No course can ever tell someone all the things not to do or even describe all of the categories of actions that are proscribed.

Attention to staff accountability alone is not sufficient for management to assure ethical ...