Basil Leonard - Breakdown in Leadership Integrity
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This document discusses integrity in leadership and reasons why leaders' public behaviors may contradict their espoused personal values. It explores potential reasons for lack of integrity, including the size of hypocritical gaps between what leaders say and do, and disconnects between lifestyle, values, and behavior. The document advocates for values-based leadership where a leader's behavior is aligned with their moral compass and principles.
Basil Leonard - Breakdown in Leadership Integrity
- 1. The human voice can never reach the distance that is covered by the still small voice of conscience. Mahatma Ghandi Breakdown in Leadership Integrity: Observed Public Behaviour Contradicting Espoused Personal Values Prof Basil C Leonard Head: Centre for Leadership Studies
- 2. Discussion Outline 1. Reasons for Concern 1.1 Personal and Professional Values 1.2 Four Dimensions of Leadership 1.3 The Development of the ‘Gap’ 2. Possible Reasons for Lack of Integrity 2.1 The Size of Our Hypocritical Gaps 2.2 The Personal Fudge Factor 2.3 The Disconnect Between Values, Behaviour and Lifestyle 3. Toward Values-Based Leadership Reasons for Concern Prof Basil C Leonard – Head: Centre of Leadership Studies - University of
- 3. Reasons for Concern 1.1 Personal and Professional Values peace X loyalty competence X accountabilit travel X privacy yespect r X natur adventure security e power friendships wealth honesty family X healt competition long life h reputation exciteme expertise recogniti nt independenc acceptance on freedom e integrity X knowledge X happiness X leadership X creativity spirituality pleasure decisiveness affection X bonding inner harmony Prof Basil C Leonard – Head: Centre of Leadership Studies - University of
- 4. Reasons for Concern 1.1 Personal and Professional Values My five selected values: peace integrity leadership competence family 1 integrity 2 family 3 competenc e The values we live by are worth more when we pass them on.... Values are acquired, dogma and doctrine are imposed Sugata Mitra Prof Basil C Leonard – Head: Centre of Leadership Studies - University of
- 5. Reasons for Concern 1.2 Four Dimensions of Leadership Participants at workshops are asked to identify people they consider as leadership role models. This question is followed up by asking them what it is about these leadership role models that make them stand out The identifying words listed are usually the following… Prof Basil C Leonard – Head: Centre of Leadership Studies - University of
- 6. Reasons for Concern Some suggested words to identify leadership role models vision strategy communication integrity passion equality motivation growth transformation influence role models relationships character values principles trust servant beliefs compassionate confident empowering fairness accountability empathy assertive inspiring pride Prof Basil C Leonard – Head: Centre of Leadership Studies - University of
- 7. Reasons for Concern 1.2 Four Dimensions of Leadership BEing DOing KNOWing THINKing Character Behaviour Competenc Reflective e Prof Basil C Leonard – Head: Centre of Leadership Studies - University of
- 8. Reasons for Concern BEin DOin g g 90 7 KNOWin THINKin g 2 g 1 Prof Basil C Leonard – Head: Centre of Leadership Studies - University of
- 9. Reasons for Concern BEin If it is not DOin it is not part of your sustainable g BEing g in your DOing When judged by others, we will not be judged by what we say was in our BEing, but rather by what people observe in our DOing (behaviour). KNOWin THINKin g gProf Basil C Leonard – Head: Centre of Leadership Studies - University of
- 10. Reasons for Concern 1.3 The Development of the ‘Gap’ 1. Personal Values In Personally Gap The Conflict with Company Espoused Values Values. Publically (Somebody working for a cigarette company and Observed struggling with issues Behaviour regarding the impact of cigarettes on people’s health) Prof Basil C Leonard – Head: Centre of Leadership Studies - University of
- 11. Reasons for Concern 1.3 The Development of the ‘Gap’ 2. Different Value Sets at Personally Gap The Home from that At Work Espoused Values When we start behaving Publically differently at work from home, it is neither good Observed for the employee or the Behaviour employer. Prof Basil C Leonard – Head: Centre of Leadership Studies - University of
- 12. Reasons for Concern 1.3 The Development of the ‘Gap’ 3. The Content of Values Personally Gap The in the form of Conscious Espoused Values Goals. Publically Schwartz identified three universal requirements of Observed human existence: 1 Behaviour biological needs, 2 requisites of coordinated social interaction and 3 demands of group survival and functioning. Prof Basil C Leonard – Head: Centre of Leadership Studies - University of
- 13. Reasons for Concern 1.3 The Development of the ‘Gap’ Motivational Types of Values in Terms of Their Goals Power: Social status, power, authority, wealth Achievement: Successful, capable, ambitious, influential Hedonism: Pleasure, enjoying life Stimulation: Daring, a varied life, an exciting life Self-Direction: Creativity, freedom, independent, curious Universalism: broadminded, wisdom, social justice, equality Benevolence: helpful, honest, forgiving, loyal, responsible Prof Basil C Leonard – Head: Centre of Leadership Studies - University of
- 14. Possible Reasons for Lack of Integrity 2.1 The Size of Our Hypocritical Gaps Robert E Quinn: How do you build integrity? Start with where it is lacking • Integrity: Integrity is a concept of consistency of actions, values, methods, measures, principles, expectations, and outcomes. One may judge that others "have integrity" to the extent that they act according to the values, beliefs and principles they claim to hold. Recognising that we are all hypocrites and moving toward closing our hypocritical gaps (Robert E Quinn) Prof Basil C Leonard – Head: Centre of Leadership Studies - University of
- 15. Size of Our Hypocritical Gaps Being Doing Character Behaviour KNOWing THINKing Competence Reflection Prof Basil C Leonard – Head: Centre of Leadership Studies - University of
- 16. Possible Reasons for Lack of Integrity 2.1 The Size of Our Hypocritical Gaps 2.2 The Personal Fudge Factor - Dan Ariely Forces Operating Within Our Moral Intelligence Construct Force 1: Wanting to feel good about ourselves. Force 2: To cheat or be dishonest just a little bit and still feel good about ourselves. Must not change our impression of ourselves. Prof Basil C Leonard – Head: Centre of Leadership Studies - University of
- 17. Possible Reasons for Lack of Integrity 2.1 The Size of Our Hypocritical Gaps 2.2 The Personal Fudge Factor - Dan Ariely Impact of Moral Intelligence on Decision Making: A Simple Cost-Benefit Analysis What is the probability of being caught? How much do I stand to gain from cheating/being dishonest? What is the magnitude of the punishment should I get caught? Prof Basil C Leonard – Head: Centre of Leadership Studies - University of
- 18. Possible Reasons for Lack of Integrity Our Propensity to be Morally Intelligent (Cheat/Be Dishonest) Decreasing the MQ Increasing the MQ Propensity Propensity When people are ‘removed’ When people’s moral from actual cash in their consciousness is raised thinking Character is formed, not by laws, commands, and decrees but by quiet influence, unconscious suggestions and personal guidance. Marion L Burton Live so that when your children think of fairness and integrity, they think of you. Prof Basil C Leonard – Head: Centre of Leadership Studies - University of
- 19. Possible Reasons for Lack of Integrity Our Propensity to be Morally Intelligent (Cheat/Be Dishonest) Using company’s facilities to copy child’s assignment Not declaring all income for tax purposes Not speaking up when aware of unfair practices at work Disconnect Between Lifestyle, Values, Behaviour Prof Basil C Leonard – Head: Centre of Leadership Studies - University of
- 20. 2.3 Disconnect : Lifestyle, Values and Behaviour Lifestyle: lifestyle • A lifestyle typically reflects an individual's attitudes, values or world view. • A lifestyle is a means of forging a sense of self and to create cultural symbols that resonate with personal identity. Prof Basil C Leonard – Head: Centre of Leadership Studies - University of
- 21. 2.3 Disconnect : Lifestyle, Values and Values: Behaviour • A personal or cultural value is an absolute or values relative ethical value, the assumption of which can be the basis for ethical action. • A value system is a set of consistent values and measures. • A principle value is a foundation upon which other values and measures of integrity are based Prof Basil C Leonard – Head: Centre of Leadership Studies - University of
- 22. 2.3 Disconnect : Lifestyle, Values and Behaviour Behaviour: behaviou • manner of behaving or conducting oneself r behaving with careful good manners • the aggregate of all the responses made by an organism in any situation • the action, reaction, or functioning of a system, under normal or specified circumstances Prof Basil C Leonard – Head: Centre of Leadership Studies - University of
- 23. 2.3 Disconnect : Lifestyle, Values and Behaviour lifestyle No-Effects Model: assumes that values and lifestyle are behaviou independent, and that neither r affects behaviour at all values Scenario 1 Brunso, Scholderer and Grunert: Closing the gap between values and behaviour – a means-end theory of lifestyle. Prof Basil C Leonard – Head: Centre of Leadership Studies - University of
- 24. 2.3 Disconnect : Lifestyle, Values and Behaviour Value-Effects Model: lifestyle assumes that values and lifestyle are independent, that behaviou values influence behaviour r directly, but lifestyle does not values influence behaviour at all Scenario 2 Brunso, Scholderer and Grunert: Closing the gap between values and behaviour – a means-end theory of lifestyle. Prof Basil C Leonard – Head: Centre of Leadership Studies - University of
- 25. 2.3 Disconnect : Lifestyle, Values and Behaviour lifestyle Lifestyle-Effects Model: assumes that values and behaviou lifestyle are independent, and r that lifestyle influences values behaviour directly, but values Scenario 3 do not influence behaviour at all Brunso, Scholderer and Grunert: Closing the gap between values and behaviour – a means-end theory of lifestyle. Prof Basil C Leonard – Head: Centre of Leadership Studies - University of
- 26. 2.3 Disconnect : Lifestyle, Values and Behaviour Additive-Effects Model: lifestyle assumes that values and lifestyle are independent, and behaviou that both influence behaviour r directly; values Scenario 4 Brunso, Scholderer and Grunert: Closing the gap between values and behaviour – a means-end theory of lifestyle. Prof Basil C Leonard – Head: Centre of Leadership Studies - University of
- 27. 2.3 Disconnect : Lifestyle, Values and Behaviour Indirect-Effects Model: lifestyle assumes that values influence lifestyle, and lifestyle influences behaviour, but that there is no direct effect of values behaviou values on behaviour (strict r mediation); Scenario 5 Brunso, Scholderer and Grunert: Closing the gap between values and behaviour – a means-end theory of lifestyle. Prof Basil C Leonard – Head: Centre of Leadership Studies - University of
- 28. 3. Toward Values-Based Leadership Total-Effects Model: lifestyle assumes that values influence lifestyle, and lifestyle influences behaviour, but that there are also direct effects of values behaviou values on behaviour (partial r mediation). Scenario 6 Brunso, Scholderer and Grunert: Closing the gap between values and behaviour – a means-end theory of lifestyle. Prof Basil C Leonard – Head: Centre of Leadership Studies - University of
- 29. 3. Toward Values-Based Leadership Myth 1: Leave your personality, your values at the door. This is business. Truth 1: Bring all of you to work – it’s your values that produce unique value Mark S Albion – Turning Values Into Value Prof Basil C Leonard – Head: Centre of Leadership Studies - University of
- 30. 3. Toward Values-Based Leadership Myth 2: Once values are set, that’s it, and it’s clear how that leads to value. Truth 2: Values don’t change but they do evolve. Mark S Albion – Turning Values Into Value Prof Basil C Leonard – Head: Centre of Leadership Studies - University of
- 31. 3. Toward Values-Based Leadership Moral Intelligence Moral alignment alignment Goals Behaviour Compass Principles Purpose Thoughts misalignmen misalignme Values t Goals nt Emotions Beliefs Wants Actions destructive Morally Intelligent Leader moral emotions viruses Prof Basil C Leonard – Head: Centre of Leadership Studies - University of
- 32. Questions Comments Suggestion s Reflections Prof Basil C Leonard +27 83 4545 621 basil.leonard@ucb.ac.za