•Annotated Bibliography Ralph Clarke

Kaplan University Gb590 #05 A Personal Model of Ethical leadership December 6/2014Dr. “S” Ph.D.

•IntroductionThis Annotated Bibliography will be formatted and design to relevant

authentic leadership and ethical leadership as a reflection. In comparison

and contrast to my value and how they will work in my environment. The

Annotated Bibliography will also focus on a decision making framework

right versus wrong, and right versus right to create transparency and

consciousness within the corporation. The values that are intrinsic and

extrinsic can be consider very personal in making decision because there

are many circumstances internally and externally that may develop an

impact on the decision making framework.

Ethical Leadership: Article 1 GOODPASTER, K.E. Ethical Frameworks for Management. Boston, MA: Harvard Business Publishing.384105

Doing the right thing morally within the ethical framework Behaviors effects on Leadership Right versus Right

Effects of top down versus down to top

Virtue, Vision, Voice, and Values are Systematically

examine

Ethical Leadership Article 1GOODPASTER, K.E. Ethical frameworks for management, Boston MA Harvard BusinessPublishing. 384105

Right versus right morals are structure towards Kantian rule base morality and ethical organizational vision. Values…moral base approach how to make decisions to sustain control.

Right versus wrong talking to stakeholders as a whole function to keep out negative circumstances from occurring by following standards for protection. Values…morally base towards loyalty, responsibility and commitment.

Authentic Leadership: Article 2GEORGE B., SIMS, P., MCLEAN, A.N. & MAYER, D. Discovering your authentic leadership. Harvard Business Review. (2007) R0702H

Authentic leadership puts passion into action building trust and value

Self awareness and self exploration, uniqueness

Learning from the pastChallenging and Recognition Strive for

SuccessEmpathy and courageousnessConcern for others with respect to

meet needs and wants

Authentic leadership reflects one behavior, beliefs, inner values which man be good or bad.This development was decided upon to avoid to construct and develop “Authenticity” in a leader because they play a vital role in their associates development which may be question how? Can change occur in the performance of a business in comparison and contrast to what the performance was before? A balance between value and morals or extrinsic and Intrinsic motivations can be compare and contrast? How…

Authentic Leadership: Article IIKHAN, S. Impact of authentic Leaders on Organization Performance. International Journal of Business & Management , 5(12), 167-172 92010).

Decision Making Framework: Article 1WICKS, A. A note on ethical decision-making. Manuscript submitted for publication, School of Business University of Virginia, Charlottesville, VA. [UV0099.] (2003)

Right versus wrong understanding the ethical dimension

Making defensible decisionsRegulations of Government Laws and

consequencesFramework forecasts & Data integrity,

“consequentialism.”Creating a utilitarianism balance of

benefit over harmStandards to show the importance of

conduct

Decision Making Framework: Article IIGEORGE, W. W., Note on why leaders lose their way, Boston, MA: ;Harvard Business Publishing. (2004).

Leaders become leaders for many reasonsWhy a leader must ask himself…Why do I

want to lead?Can a Leader go astray with a purposeDo they think they will never get caught?Did a leader start corruption little by little

to pave his way?There is external gratification on rely on?Losing connection can hard work correct

it?

Decision Making Framework IIGOODPASTER, K.E. Ethical frameworks for management, Boston, MA: Harvard Business Publishing. (1983).

A domain of inquiry and “moral Philosophy” reflects virtue and vice or good and evil and right versus wrong. A business or organization requires a thought pattern to vision a better framework structure of the three primary interest. These interests of thoughts are feelings, actions connected with “morality” to describe ethics.

Morality is more analytical for a deeper understanding. Is there a difference in right and wrong? How? Is it specific of general. Can morality be normative, descriptively or analytical as an alternative?

Morals and Values: Article IBADARACCO, JOSEPH L., JR. Business ethics: four spheres of executive responsibility, CaliforniaManagement Review (Spring): 64-79 . 1992.

Morals Right versus wrong differs from right versus right

Alternative choices in decision makingNo harmful action, accountabilityValues strive to be truthfulWhat are the basic values to

commitmentsValue and loyalty sets goals of excellenceA balance act towards morality and

responsibility

MORALS AND VALUES: Article 1GEORGE, W.W. , SIMS, P., MCLEAN, A.N., 7 MAYER, D. Discovering your Authentic leadership. Harvard Business Review. [R0702H]. 2007.

The Values and morals that we cherish with passion is contained by using our hearts and heads constantly for a long term self discipline to establish a meaningful relationship to acquire the best results.

The values and morals that makes a different to me is keeping a good name. Learning from experiences that I have seen and giving accountability for events gives meaning to my life.

Morals and Values: Article IIGEORGE, W.W., SIMS, P., MCLEAN, A.N.,& MAYER D. Discovering your authentic leadership, Harvard Business Review. [R0702H]. 2007.

Factors that influence the Authentic Leadership

What integrates values and morals significantly

Cross level action and commitment results to authentic behavior

Finding happiness and fulfillment feeds personal fulfilment

Avoiding rash discipline, takes steps towards developing authentic leadership.

Morals and Values: Article IIGEORGE, W.W., SIMS, P., MCLEAN, A.N., & MAYER, D. Discovering your authentic leadership. Harvard Business Review.. 2007.

As a manager it is good to develop good managing skills to sustain morals and values that will leave an imprint on the minds of associates and you move forward towards a greater good for the betterment of man kind. Crossing the finish line with all associates and taking a look back at your accomplishments the pain vanishes and a greater inner satisfaction takes hold of you with a constant balance and cheerfulness to see true morals and value creates a authentic leadership.

ConclusionEvery individual has a inborn talent when our unique values are integrated in a matter of choice making to satisfy the needs and wants of customers we attribute our core value through vision. Managing requires going by ethical norms, values, honesty, to accept consequences to balance and justify the needs of every customer for in inner gratification towards authentic leadership.

References• Goodpaster, K.E. (1983). Ethical Frameworks for Management, Boston, Ma.

Harvard Business publishing [384105]

• George B., Sims, P., McLean, A.N. & Mayer, D. (2007) Discovering your authentic leadership, Harvard Business Review. [R0702H].

• Khan, S. Impact of authentic leaders on organizational journal of business & management, 5(12), 167-17292010

• Wicks, A. (2003). A note on ethical decision-making. Manuscript submitted for publication, school of business University of Virginia, Charlottesville, VA. [UV0099].

• George, W.W., (2004) Note on why leaders lose their way, Boston MA: Harvard Business Publishing.

• Badaracco, Joseph L. Jr. (1992). Business ethics, four spheres of executive responsibility, California Management Review (Spring) 64-79.