The Difference Ethical Leadership Can Make in a Pandemic

Caterina Bulgarlla
ethicalsystems.org
Originally posted May 2, 2020

Here is an excerpt:

Since the personal costs of social isolation also depend on the behavior of others, the growing clamors to reopen the economy create a twofold risk. On the one hand, a rushed reopening may lead to new contagion; on the other, it may blunt the progress that has already been made toward mitigation. Not only can more people get sick, but many others—especially, lower-risk groups like the young—may start reevaluating whether it makes sense to sacrifice themselves in the absence of a shared strategy toward controlling the spread.

Self-sacrifice becomes less of a hard choice when everybody does his/her part. In the presence of a genuinely shared effort, not only are the costs of isolation more fairly spread, but it’s easier to appreciate that one’s personal interest is aligned with everyone else’s. Furthermore, if people consistently cooperate and shelter-in-place, progress toward mitigation is more likely to unfold in a steady and linear fashion, potentially creating a positive-feedback loop for all to see.

Ultimately, whether people cooperate or not has more to do with how they weigh the costs and benefits of cooperation than the objective value of those costs and benefits. Uncertainty—such as the uncertainty of whether one’s personal sacrifices truly matter—may lead people to view cooperation as a more costly choice, but trust may increase its value. Similarly, if the choice to cooperate is framed in terms of what one can gain—such as in “stay home to avoid getting sick”—rather than in terms of how every contribution is critical for the common good, people may act more selfishly.

For example, some may start pitting the risk of getting sick against the risk of economic loss and choose to risk infection. In contrast, if people are forced to evaluate whether they bear responsibility for the life of others, they may feel compelled to cooperate. When it comes to these types of dilemmas, cooperation is less likely to manifest if the decisions to be made are framed in business terms rather than in ethical ones.

The info is here.

The Little-known Emotion that Makes Ethical Leadership Contagious

Notre Dame Cetner for Ethics
www.ethicalleadership.nd.edu
Originally posted in September 2018

Here is an excerpt:

Elevation at Work

Elevation is not limited to dramatic and dangerous situations. It can also arise in more mundane places like assembly lines, meeting rooms, and corporate offices. In fact, elevation is a powerful and often under-appreciated force that makes ethical leadership work. A 2010 study collected data from workers about their feelings toward their supervisors and found that bosses could cause their followers to experience elevation through acts of fairness and self-sacrifice. Elevation caused these workers to have positive feelings toward their bosses, and the effect spilled over into other relationships; they were kinder and more helpful toward their coworkers and more committed to their organization as a whole.

These findings suggest that elevation is a valuable emotion for leaders to understand. It can give ethical leadership traction by helping a leader's values and behaviors take root in his or her followers. One study puts it this way: "Elevation puts moral values into action."

Put it in Practice

The best way to harness elevation in your organization is by changing the way you communicate about ethics. Keep these guidelines in mind.

Find exemplars who elevate you and others.

Most companies have codes of values. But true moral inspiration comes from people, not from abstract principles. Although we need rules, guidelines, regulations, and laws, we are only inspired by the people who embody them and live them out. For each of your organization's values, make sure you can identify a person who exemplifies it in his or her life and work.

The info is here.