m Ethics requires an individual to behave

according to the rules of a moral philosophy

with an emphasis on the determination of right
and wrong.
m In 1972 Gundlach has defined ethics as

m ´a process by which individuals social groups

and societies evaluate their actions from a
perspective of moral principles and valuesµ
m @eaders are obligated to set a moral example
for organizational members and to determine
those organizational activities which may be
detrimental to the values of society in general.
m @eaders exhibit ethical behaviors when they
are doing what is morally right, just, and good,
and when they help to elevate followers' moral
awareness and moral self-actualization. Indeed,
ethical leadership encompasses more than the
fostering of ethical behaviors.
m jeal leader are concentrate on doing right
things, not on doing things right. The advice
from organization consultants comes as no
surprise to school leaders, whose lives are filled
with different ethical dilemmas
mOe says about principal·s experience such
dilemmas on daily basis. Oaving moral obligations

mTo society, to the profession, to the school board

and to the student. It often not clears what is wrong
or right Ethical issues were given little attention in
preparation programs
m otes that ´every social arrangement benefits
some at expense for others.µ
m otes that ´every social arrangement benefits
some at expense for others.µ
jushworth Kidder (1995)
m An ethical dilemmas is not a choice between
right or wrong, but a choice between two rights
.Dilemmas arises when cherished values
conflict.
¢oral philosophers generally agree there is no
ethical ´cookbook ´the provides easy answers
to complex dilemmas. But a number of thinkers
have suggested some guidelines.
m First leader should have and be willing to act
on ²a definite sense of ethical standards.
m Second leader can often examines dilemmas
from different prospective.
m Third ,leader can often reframe ethical issues:

Kidder claims that many apparent dilemmas are

actually ´offering a third path that avoids the
either or thinking. For example, faced with a
parent who objects to a particular homework
assignment on religious grounds, a
m Say of great leader that they embody the
message the advocate:
m ¢ay teach, not just through words, but through
actions most important for school leader.
m ¢oral philosophers going back to Aristotle
have emphasized that it must become a habit
be held in reserve for momentous issues,
m It must be a constant companion
m ´The leader responsibility is complex and
multi-dimensionalµ
m Badaracco, Joseph @., Jr., "@eading Quietly: An
Unorthodox Guide to Doing the jight Thing",
Oarvard Business School Press, January, 2002.
m Quiet leaders don't fit the stereotype of the bold
and gutsy leader, and they don't want to. What
they want is to do the "right thing"--for their
organizations, their coworkers, and themselves--
but inconspicuously and without casualties.
Drawing from extensive research, the author
presents eight practical yet counterintuitive
guidelines for situations in which right and wrong
seem like moving targets.
m sarver and Oliver outlined the corporate boards that
created value, vs

  

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v-
m sorporate governance has advanced as medicine
would have; if there had been no biochemistry, germ
theory, and other conceptual models to put single
issues in perspective. Advances would have been
limited to trying this herb, bleeding with better leeches,
and exorcising a few demons. Governance has been
handicapped because it has no sound basis in theory.
Improvement is a matter of one "best practice"
following another.
m Peter S. sohan is president of Peter S. sohan &
Associates, a management consulting and venture
capital firm, and executive-in-residence at Babson
sollege in Wellesley, ¢A. Oe is the author of
seven books, including    ,
which was selected as one of the 10 best
management books of 1997 by ¢anagement
General and et Profit, which the 

called ´A savvy, discriminating guide to
Internet business.µ Oe has appeared on 

 
 !"" and !"#!, and has been
quoted in the " $ 


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There are seven principles regarding sorporate

Value
m ·
   

 

Treat people with respect so they achieve their

full potential consistent with the company·s
interests.
m Ä
  


Get people with different functional skills and

responsibilities to work together to advance the
interests of the corporation.
m 6   Ä


Oarness accidental discoveries to create value for
customers and partners.
m Ä



 
 

Say what you intend to do, and do what you say

m Ä  



Weed out arrogance.

m ]  
 

  

Use strategy to sustain market leadership

m u  

 
 

Transfer corporate resources to society.

m In this paper we explore how social capital
concepts can guide multinational
m Firms· decision making in developing countries.
From a survey of recent
m jesearch, we identify four types of social capital:
institutional, relational, moral
m And spiritual. Because these capitals overlap and
yet are distinctive, they are
m Individually and collectively useful in assessing
how firms contribute to society
m Beyond the generation and accumulation of
financial capital.
m obel prize-winning economist Douglas orth
has highlighted the importance of institutions
in the economic development of nations. Oe
has defined institutions as ¶humanly devised
constraints that structure human interaction.
m They are made up of formal constraints (rules,
laws, constitutions), informal constraints
(norms of behavior, conventions, and self
imposed codes of conduct), and their
enforcement characteristics.
m While institutional capital has to do with
¶constraints·, the essence of relational capital is
human interaction. This interaction lies at the
heart of social capital, according to the social
capital literature. jobert Putnam, for instance,
defines social capital as: ¶features of social
organization such as trust, norms and
networks that can improve efficiency by
facilitating coordinated action·
m If moral capital is primarily about behavior,
spiritual capital is primarily about motivation -
a sense of ultimate meaning and purpose that
influences human choices.
m Picket began the initial steps in the introduction of
model in ethical leadership by researching the
relationship between employees.
m The study was made between an organization that
has won the national quality award and an
organization that has not won the award, both
organization were in same industry and have
similar occupation.
m 5step models that based on academic research has
the ability to truly provide organization the
wherewhethel to apply the concepts that can
emotionalize their methods of leadership and
views of corporate social responsibility
m Ethical climate make up the overall ethical
environment that gives rise to the various
propensities for moral climates from which the
every day operations of the organization takes
place .
m This model provides many provocations,
behavioral avenues from which to approach an
organization. jeflecting on the old adage ´action
speaks louder than words ´rekindles the
importance of how employee·s behaviors take on a
new meaning from with in the context of an
organization.
m Organizations that build an ethical culture
outperform organizations that don͛t and they
reduce their exposure to ethical lapses that cause
of backwardness.
m In the business world the ethical leadership
play very important role. By the ethically we
should balance in our short term investor,
while building the long term relationship and
serving the stakeholders.
m If the ethical culture of organization is good
than there is a complete choice of employee to
make a decision.
m sompany gains the competitive advantage if
the company use well formulated ethical codes
for the employees.
m It is also important to looked upon as an ethical
company as compares to other companies in
the same industry in order to gain and keep
customer.
m Every company has different culture from
other. So that is leading to success your
organization and also ethical advantage can
help your company to achieve the high
potential goals.
It means having productive and ethical culture
with three main characteristics,

m Balancing the interests of various stakeholder

m @eadership effectiveness
m Process integrity
m Balancing the interest of the stakeholders
involves taking the long view. By the help of
the ethical leadership we can maintain our
relationship with our various stakeholders and
also the companies grow upward.
m @eadership effectiveness has little to do with
charisma, leader must know about mission and
values of the company in a compelling way.
And they must the set some ethical values for
the organization.
m @eader need to build ethical behavior into the
process of the firm so that the employee live
the firm¶s value.
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 Idea (Swedish psychologist and professor)

   based psychological mistreatment in the workplace

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movement began in Sweden. In the 1980's, ex-patriots
German Oeinz @eymann (1932-1999),
X  Sweden was the first nation to have a law against
"unfair treatmenvWork" (1994).
   
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´the repeated, hateful, health-
endangering mistreatment of one employee by one or
more employeesµ
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Psychological and physical injuries to
workers and weakens productivity and spirits from the place of work.

 




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(neglected problems)
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 It include stress, depression, mood swings, loss
of sleep (and resulting weakness), and feelings
of shame, blame, and low confidence
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That workplace bullying is unacceptable behavior.

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open, honest, and mutually respectful communication will have the
helpful effect of reducing bullying and other forms of employee mistreatment.

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 treat people as adults. Treat them as partners;
treat them with dignity; treat them with
respect.
 if you want productivity and the financial
reward that goes with it, you must treat your
workers as your most important asset.
 * 
   

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both physical and mental

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Directly on job and family
  
  
incidences of bullying are
often unreported if investigated