1. types of leaders
   1. authoritative leader- inspire employees follow vision, facilitates change, strong positive performance climate.
2. coercive leader- demand obedience. focus achievement, initiative, self control
3. afflictive leader- value people, emotions & needs. relies friendship/trust. promote flexibility, innovation, risk taking.
4. democratic leader- relies participation/teamwork reach collaborative decisions.
5. pacesetting leader- create negative climate because hit standards being set. work best attaining quick results
6. coaching leader- positive climate develop skills long term success, delegate responsibility & skillful issuing challenging assignment
7. transactional- negotiate
8. transformational- inspire
9. components comprehensive framework
10. ethical intensity- reflects ethical sensitivity of individual/workgroup faces in ethical decision making process.
11. organizational factors- values, belief, goal, norm, ways solving problems members of organization share.
12. opportunity- describes conditions in organization limit/ permit ethical or unethical behavior. results provide rewards whether internal/external or fail erect barriers against unethical behavior
13. business ethic eval & intentions- individuals intentions/behaviors inconsistent w/ ethical judgement. person may feel guilty
14. individual factors- when people need resolve ethical issues in daily lives. often base decision on own values & principle of right & wrong
15. moral philosophies/values influence group ethic decision making
16. teleology- stipulates acts morally right/acceptable if product desired results such realization or self interest or utility
17. egoism- right/acceptable actions those maximize particular person's self interest as defined by individual
18. utilitarianism- right/acceptable action maximize utility or greatest good for greatest # of people
19. types of power
20. expert- knowing info
21. referent- leaders share values w/ influence
22. negative- punishment
23. legitimate- authority
24. reward- gifts
25. coercieve- to control others
26. deontology- focus preservation individual rights/intentions associated w/ particular behavior rather than consequence
27. relativist- evaluate subjectively basis group/individual experience.
28. virtue ethics- assumes what is moral given situation not only conventional morality require but mature person w/ good moral character deem appropriate.
29. justice- evaluates basic fairness: distributive, procedural and interactional
30. stages moral development
31. punishment & obedience- respond rules & labels good/bad in term physical power of those who determine rules
32. individual instrumental purpose & exchange- individual no longer makes moral decision solely on basic specific rules or authority figures.
33. mutual interpersonal expectations, relationships and conformity- emphasizes others rather him/her self
34. social systems & conscience maintenance- considering his/her duty to society not just specific people
35. prior rights, social contract or utility- individual concerned upholding basic rights, values, legal contracts society. feel sense obligations/commitment, social contract to other groups & recognize that is some case legal/moral view may conflict
36. universal ethical principles- universal ethical principles everyone should follow
37. ethic training & education- shown improve managers cognitive development scores. experience in resolving moral conflict accelerates progress in moral development.
38. white collar crime- individual/group committing illegal act in relation his/her employment highly educated power, trust, respectability & responsibility abuse trust/authority associated w/ position for personal/organizational gain.
39. habits of ethical leaders
40. ethical leaders have strong personal character
41. passion to do right
42. they are proactive
43. consider stakeholder interests
44. role models for organization values
45. transparent and actively involved in organizational decision making
46. competent managers. take holistic view of ethical culture
47. primary stakeholders-those who continued association absolutely necessary for firm's survival. employees, customers, investors, shareholder etc.
48. secondary stakeholders- don't typically engage in transactions w/ company and not essential for survival. media, trade associations & special interest groups.