A GAP ANALYSIS OF THE



Ethical Leadership in ActionAn interview with:Lieutenant Colonel Lisa Y. StevensonCommander, 34th Intelligence SquadronFort George G. Meade, MDUnited States Air ForceSummer D. LeiferA Paper Presented in Partial FulfillmentOf the Requirements ofLEAD 505, ORGANIZATIONAL LEADERSHIP & ETHICSSouthwestern College, KansasFebruary 2011AbstractThe objective of this paper is to present a thorough analysis of ethical leadership qualities, character and traits based on my interviews with and observations of an ethical leader in action. I have selected Lieutenant Colonel (Lt Col) Lisa Y. Stevenson, United States Air Force, to interview. I conducted a formal interview with Lt Col Stevenson and asked her a series of questions related to leadership, management and ethics (see appendix A). This paper includes how I came to work under Lt Col Stevenson’s leadership and her professional background. It also includes an analysis of her leadership based on my interview with her and information derived from scholarly journals and texts on the subject of organizational leadership and ethics. Table of Contents TOC \o "1-3" \h \z \u Abstract PAGEREF _Toc284601566 \h 2Introduction PAGEREF _Toc284601567 \h 4Biography PAGEREF _Toc284601568 \h 5Leadership and Ethics Analysis PAGEREF _Toc284601569 \h 6Defining Moments PAGEREF _Toc284601570 \h 6Leadership vs Management PAGEREF _Toc284601571 \h 8Effective Leadership and Efficient Management PAGEREF _Toc284601572 \h 9Personal Leadership and Management Styles PAGEREF _Toc284601573 \h 11Leadership Development PAGEREF _Toc284601574 \h 12Egoistic vs. Altruistic Leadership PAGEREF _Toc284601575 \h 13Empowerment- Perks and Pitfalls PAGEREF _Toc284601576 \h 14Transactional vs. Transformational Leadership PAGEREF _Toc284601577 \h 15Valued Qualities in Leaders and Followers PAGEREF _Toc284601578 \h 16Balance PAGEREF _Toc284601579 \h 17Moral Leadership PAGEREF _Toc284601580 \h 18Organizational Ethics Programs PAGEREF _Toc284601581 \h 18Unethical Conduct PAGEREF _Toc284601582 \h 19Role Models PAGEREF _Toc284601583 \h 20Legacy PAGEREF _Toc284601584 \h 21Conclusion PAGEREF _Toc284601585 \h 22References PAGEREF _Toc284601586 \h 23Appendix A- Interview Questions PAGEREF _Toc284601587 \h 24Lt Col Stevenson is my squadron commander and direct supervisor. I have had the distinct honor of working with her since July 19, 2010. We work in a highly fluid and complex environment and our organization experiences constant change. As John P. Kotter stated in his article What Leaders Really Do, we need both a strong leader and an efficient manager (Harvard Business School, 1998). Lt Col Stevenson has impressed me with her uncanny ability to effectively manage more than 230 people working across 38 different mission areas while also serving as an inspiring leader. In addition to organizational challenges, the work we do is highly sensitive and a matter of national security. There is neither room nor margin for error in regards to ethical conduct and behavior. It is as Emler and Hogan asserted, “Those in charge have a responsibility to make moral decisions greater than those they command” (Ciulla, 2004, pp. 56, para 1). Lt Col Stevenson has been scrupulously ethical, honest and fair in all of her dealings and does not compromise her standards. I agree with Hickman’s view on transformational leadership as a means to unify the purposes of an organization and its members through identifying core values in order to leverage human potential and foster collaborative leadership and develop satisfied followers (Ciulla, 2004). Lt Col Stevenson maintains a balance between ensuring that the mission is accomplished and the people are taken care of. She does not sacrifice one for the other. Finally, true leaders create more leaders. As Heifetz and Laurie asserted in their article The Work of Leadership, “A leader, from above or below, with or without authority, has to engage people in confronting the challenge, adjusting their values, changing perspectives, and learning new habits.” (Harvard Business School, 1998, pp. 197, para. 2). Lt Col Stevenson does not hesitate to provide mentorship and guidance to individuals seeking to further their own development and she sets the example by seeking out mentorship for herself as well. I selected Lt Col Stevenson to interview because I consider her to be an excellent and ethical leader, manager and role model. Biography Lt Col Stevenson began her career in the United States Air Force (USAF) in 1992 upon receiving her commission from the United States Air Force Academy. She holds a Bachelor of Science in Political Science, Master of Science in Management, and a Master of Science in Strategic Intelligence. During her career, she has served in a wide range of operational and staff positions all over the world. She began her career in human intelligence while stationed at Andrews Air Force Base, Maryland later transitioning to airborne operations on the RC-135 RIVET JOINT at Kadena Airbase, Japan. Most recently, Lt Col Stevenson served at Headquarters, Air Force Special Operations Command. The unifying thread throughout her career is her involvement in new and emerging technologies and capabilities in the realm of intelligence, surveillance, and reconnaissance. Throughout her assignments, ranging from the Pacific, Europe, Southwest Asia and around the United States, she has worked various aspects of operations, including collection management, plans and programs and deployment requirements. During her career, she has been involved in the unmanned aerial vehicle mission and full motion video operations, both in Operations IRAQI FREEDOM and ENDURING FREEDOM, Operation JOINT ENDEAVOR in Bosnia, and most recently in support of Operation UNIFIED RESPONSE in Haiti. Currently, Lt Col Stevenson serves as the first-ever Commander of the 34th Intelligence Squadron (IS), 70th Intelligence, Surveillance and Reconnaissance Wing, Fort George G. Meade, Maryland. The 34th IS executes diverse cryptologic mission operations, focusing on counterterrorism, counternarcotics and foreign intelligence threats. This unit also manages information assurance programs, ensuring secure communications for current and future weapons systems, the US nuclear enterprise, the Department of Defense and other US government organizations. On 8 September 2010, the 34th Intelligence Squadron was officially activated to carry on the mission of the 707th IS (P), becoming the newest unit in the 70th Intelligence, Surveillance and Reconnaissance Wing, continuing the Air Force contributions to the National Security Agency mission areas. Lt Col Stevenson was chosen to lead this new unit based on her proven performance of outstanding leadership, innovation, management and commitment to excellence. Leadership and Ethics AnalysisDefining MomentsDuring my interview with Lt Col Stevenson I inquired as to what defining moments she had experienced in her life and those moments had affected her personally and professionally. In an article included in the Harvard Business review on Leadership, Joseph L. Badaracco, Jr., states that a defining moment in an individual’s life occurs when he/she is faced with a decision between right and right and the outcome of this decision sets in motion irreversible actions shaping our personal and professional identities. The accumulation of these decisions over a lifetime determines a person’s character (Harvard Business School, 1998). Lt Col Stevenson stated that one of her first defining moments was the decision to go to college. Her father is a retired Master Sergeant, USAF, and her mother is a homemaker. Lt Col Stevenson is the first in her family on either side to attend college. She knew her parents supported and encouraged her in her efforts to pursue a college degree yet she felt guilty that the expense would be high for them and that they had not had the same opportunities. Ultimately, although she had her pick of Ivy League schools, she chose to attend the Air Force Academy. She felt that she owed service to the Air Force and her country in return for giving her a wonderful childhood full of adventure and travel. This decision to pursue an Air Force career was the first of many choices which have shaped Lt Col Stevenson as an outstanding leader. As her career progressed, Lt Col Stevenson was faced with a choice in regards to her career path and her marriage. She is married to an active duty officer in the USAF and they have two young children. Lt Col Stevenson and her husband have each had outstanding careers in their own rights; however, there have been moments where they have been faced with difficult decisions as they balance their individual career progression with the needs of their family. One such moment came a couple of years ago as Lt Col Stevenson had to make a choice between being assigned to the same duty location as her husband which would entail a lesser position on her part or the choice to be assigned at a different location with a higher position. She chose to be collocated with her husband and take on a staff position. The staff position did not hurt her career but it could have slowed down her progression. Initially, she was not excited about the position but as time went on, she was consistently recognized for her outstanding performance which laid the groundwork for her present position as a commander. According to Lt Col Stevenson, the choice to take on that less than appealing assignment reinforced to her that individuals all have the power to make the most and the best out of any situation. Kouzes and Posner remarked on the value of choices in creating leaders in The Leadership Challenge, “Stuff happens in organizations and in our lives. Sometimes we choose it; sometimes it chooses us. People who become leaders don’t always seek the challenges they face. Challenges also seek leaders. It’s not so important whether you find the challenges or they find you. What is important are the choices you make. The question is: When opportunity knocks are you prepared to open the door?” (Kouzes & Posner, 2002, p. 182, para. 2). Lt Col Stevenson serves as a testament to the concept that leaders are defined more by the choices they make than by their circumstances and environment. Leadership vs ManagementThere has long been debate over the differences, qualities and values of leadership versus management. The general consensus in many scholarly and business circles is that leadership is more important and valuable than management. This type of thinking draws a distinctive line between the two concepts of leadership and management thus providing a very either-or paradigm. In this paradigm, either an individual is a leader or an individual is a manager but rarely does one see reference to the importance of possessing both leadership and management skills. During my inerview with Lt Col Stevenson, I asked her to share her thoughts on leadership versus management, their differing roles and the importance of each. First, Lt Col Stevenson made the point that leadership in the military is different than leadership within a private organization if for no other reason than a military leader may ask that an individual give up his/her life in service to their country whereas no CEO would ever require that an individual die for their organization. She also made the distinction that military managers do not ask one to die for their country. It is military leaders that may ask that of their soliders, airmen, marines, or seamen. John Kotter echoes this claim in his article What Leaders Really Do by stating “No one yet has figured out how to manage people effectively into battle; they must be led.” CITATION Har98 \p "40, para. 3" \l 1033 (Harvard Business School, 1998, pp. 40, para. 3). Next, Lt Col Stevenson provided an analogy gleaned from Stephen Covey’s The 7 Habits of Highly Effective People comparing a manager and a leader by stating that a manager may tell you to use a ladder and how to use the ladder but a leader will tell you which wall to rest the ladder against CITATION SCo04 \l 1033 (Covey, 2004). This comes down to the difference between execution and vision. David Bertocci discusses this in his book Leadership in Organizations: There is a Difference Between Leaders and Managers. He states, “Managers tend to plan, organize, structure and budget whereas leaders tend to visualize what has to be done, mentally develop a clear path to accomplish the change in the situation and communicate what has to be done to their followers.” CITATION Joa04 \p "12, para. 2" \l 1033 (Ciulla, 2004, pp. 12, para. 2). Lt Col Stevenson also compared management and leadership by pointing out that management is more concerned with the concrete day-to-day operations, tasks and objectives while leadership focuses on more abstract concepts such as motivations, long-term goals, and individual development. Finally, she stressed the importance of both. She feels that both effective leadership and efficient management play important roles in an organization’s success.Effective Leadership and Efficient Management I asked Lt Col Stevenson to define effective leadership and efficient management, to provide examples of poor leadership and inefficient management she may have experienced and to share what impacts those had on her and the respective organizations. She stated that she feels good leadership is based on a servant model of leadership, putting others before self and fostering creativity and collaboration. In Servant Leadership: A Journey into the Nature of Legitimate Power and Greatness, 25th Anniversary Edition, authors Robert Greenleaf, Larry Spears and Stephen Covey state that leadership means, “that one individual has a better than average sense of what should be done now and is willing to take the risk to say,’Let us do this now.’ The process of consensus is followed up to the point where some individual must take this risk—this leap of faith. Spontaneous consensus rarely goes to the point of clearly indicating action. Inspiration is usually received by the best prepared individual who, for this immediate act, is the leader.” CITATION Rob02 \p "256, para. 2" \l 1033 (Greenleaf, Spears, & Covey, 2002, pp. 256, para. 2). This definition of servant leadership not only ties into Lt Col Stevenson’s feelings on good leadership, it also ties into the ideas presented within my discussions with her on defining moments and the importance of choice. On the subject of efficient management, Lt Col Stevenson stated that efficient managers ensure tasks are completed and objectives met in a timely manner while optimizing expended energy, efforts and resources. She stated that the worst example of poor leadership and inefficient management she had encountered in her career had occurred when she was a young captain. At that time, her squadron leadership was extremely weak and mismanaged. The squadron commander refused to take responsibility for the command and abdicated his leadership to the lower ranking captains. Since there was also no management in place, the organization fell into chaos with the junior captains all vying for power and jockeying for position. The enlisted force was confused since they were unsure who was actually in charge and whose contradictory orders they should follow or respect. A unit compliance inspection conducted by Headquarters, Air Force resulted in mediocre results. Officers and enlisted Airmen alike made life-altering decisions such as the decision to separate, retire or change assignments based on the lack of leadership and poor management of the organization. All in all, it was a powerful lesson for Lt Col Stevenson on the importance of good leadership and competent management. Personal Leadership and Management StylesThe experiences Lt Col Stevenson had as a young officer helped shape her current leadership and management styles. She considers herself to be a visionary leader providing a sense of purpose to her followers. She feels that it is important that everyone knows his/her role within an organization. She wishes to empower individuals and to inspire them to achieve greater things. She does not want her followers to settle for good enough; she wants them to aspire to greatness. She considers her greatest leadership strengths to be a passionate advocacy for self-improvement, ability to develop and communicate a vision, and an abiding sense of humility. This last attribute particularly struck me as an important indicator of what type of leader Lt Col Stevenson is. In The Leadership Challenge, Kouzes and Posner state, “Humility is the only way to resolve the conflicts and contradictions of leadership. You can avoid excessive pride only if you recognize that you’re human and need the help of others.” CITATION JKo02 \p "397, para. 1" \l 1033 (Kouzes & Posner, 2002, pp. 397, para. 1). It is through this willingness to work with others, listen and collaborate that truly great leaders achieve extraordinary things. As a manager, Lt Col Stevenson feels it is important that she takes a balanced approach in managing her organization by balancing the needs of her organization with the skills and abilities of the individuals. She also feels that it is important to have a thorough understanding of the day to day processes and actions of her workers. I was impressed when she shared with me that as a young officer she had learned her enlisted Airmen’s career development courses alongside them. This is unprecedented in my career field! I have never heard of an officer taking the time and energy to learn the same tools and skills their enlisted members are expected to know. Not only does this demonstrate Lt Col Stevenson’s commitment to her people, it shows that she places a lot of importance on truly understanding the technical side of the organization. This deeper understanding and appreciation of the actual processes occurring within the organization strengthen her as both a leader and as a manager. Interestingly, when I asked her what she felt was her biggest leadership and management challenge, she stated that due to the size and scope of our organization she does not yet have an in-depth understanding of all our operations and she feels that hinders her on both the leadership and management fronts.Leadership Development“A leader’s job is to develop other leaders.” (L. Stevenson, personal communication, January 26, 2011). Lt Col Stevenson strongly believes that one of the primary tasks a leader is responsible for is the development of other leaders. She referred to the philosophy of servant leadership which places emphasizes a leader’s responsibilities to those he/she leads. In Servant Leadership: A Journey into the Nature of Legitimate Power and Greatness, author Robert K. Greenleaf describes a servant leader as a servant first beginning “with the natural feeling that one wants to serve, to serve first. Then conscious choice brings one to aspire to lead. That person is sharply different from one who is leader first, perhaps because of the need to assuage an unusual power drive or to acquire material possessions…The difference manifests itself in the care taken by the servant-first to make sure that other people’s highest priority needs are being served. The best test, and difficult to administer, is this: Do those served grow as persons? Do they, while being served, become healthier, wiser, freer, more autonomous, more likely themselves to become servants?” CITATION Rob02 \p "27, para's 3-4" \n \l 1033 (2002, pp. 27, para's 3-4). Lt Col Stevenson has taken this philosophy to heart. She strives to develop and inspire others. She provides opportunities and challenges within a safe environment that encourages risk taking and is forgiving of mistakes. She wants people under her leadership to feel a sense of personal achievement and to provide feedback. Finally, she stated that she asks herself and expects others to ask themselves, “What do I see when I look in the mirror? Am I okay with what I see?” (L. Stevenson, personal communication, January 26, 2011). This question is very revealing as it calls for self introspection leading to a deeper understanding of who we are and what we stand for. It calls for a personal accounting of our actions and motivations. These are the types of questions that leaders must ask themselves in an effort to continually develop their skills.Egoistic vs. Altruistic LeadershipObjectivist egoistic leadership versus self-sacrificial altruistic leadership styles represent two distinct leadership approaches on opposite ends of the spectrum. Egoistic leadership stresses an idealistic point of view wherein individuals engage in mutual trade for mutual benefit and altruistic leadership represents selflessly leading and helping others without any expectation of compensation or reward. When asked how she felt about these two different leadership styles, Lt Col Stevenson said, “You want to be the leader you would want to follow.” (L. Stevenson, personal communication, January 26, 2011). She also added that these two styles represent a dichotomy and she prefers a leadership style somewhere along the middle of that spectrum. As an example, she expressed that altruistic leadership may not be appropriate when it is necessary to hold someone accountable. However, egoistic leadership is not feasible for long-term sustainment and development. Empowerment- Perks and PitfallsEmpowerment is often touted as being an important factor in increasing work center and employee productivity, morale and creativity. It has increasingly gained momentum as a popular buzz word in leadership theory circles. However, there are some who have questioned its appropriateness for certain situations as well as the use of what Ciulla calls “bogus empowerment” CITATION Joa04 \l 1033 (Ciulla, 2004). On this subject, Lt Col Stevenson stated that there is a fine line between laissez-faire leadership and micromanagement and empowerment is one tool that assists leaders and managers as they attempt to maintain a healthy balance. Empowerment provides individuals with opportunities to excel and it may also contribute to their personal and professional growth. However, she does see a couple of pitfalls in regards to empowerment. First, the wrong people may be empowered. Not everyone has the skills and/or will to accomplish a task set before them without close supervisions. Also, much like Ciulla asserts on the topic of bogus empowerment, some individuals see empowerment as just another way for their boss to dump work the boss is responsible for on to the laps of his/her employees. Lt Col Stevenson feels before a leader or manager decides to empower an individual he/she must do a risk assessment to determine if he/she is willing to take a possible short-term loss in pursuit of long-term goals such as follower development. Ciulla echoes this sentiment stating, “Business leaders often overlook the reciprocal nature of these moral concepts [truth and honesty], particularly the notion of loyalty and commitment. If leaders don’t demonstrate in substantive ways that they are loyal and committed to their employees through good times and bad, they simply cannot expect employees to be loyal to them, and therapeutic interventions will be short-lived at best.” CITATION Joa04 \p "78, para.3" \l 1033 (Ciulla, 2004, pp. 78, para.3).Transactional vs. Transformational LeadershipAnother dichotomy presented in leadership theories, is the difference between transactional and transformational leadership. Transactional leadership focuses on contingent reinforcement meaning leaders act in response to followers’ actions according to a pre-agreed set of expectations, rewards and punishments. In transformational leadership, leaders seek to inspire followers to emulate their behavior and to identify with leadership’s aspirations. Each style has ethical components and philosophical foundations. Upon being asked which style she preferred, Lt Col Stevenson once again stated that it is case and circumstance dependent. For example, for very specific and short term objectives where time and resources are at a minimum and stakes are high, she suggested transactional leadership may be more appropriate. On the other hand, when time, energy and other resources allow and mistakes may not only be tolerated without serious damage to an organization or individuals but should be encouraged, then transformational leadership is useful for long-term development, fostering creativity and creating enduring success. In his article From Transactional to Transformational Leadership: Learning to Share the Vision, Bass speaks to the values and benefits of transformational leadership over transactional leadership. However, he also cautions that each has an appropriate time and place stating, “Transformational leadership is not a panacea. In many situations, it is inappropriate and transactional leadership is indicated. In general, firms that are functioning in stable markets can afford to depend on their ‘one-minute’ managers to provide the day-to-day leadership…but when the firm is faced with a turbulent market place…then transformational leadership needs to be fostered at all levels in the firm.” CITATION Ber \l 1033 (Bass, 1990). Valued Qualities in Leaders and FollowersDuring my interview with Lt Col Stevenson, I inquired as to the qualities she values in her leaders and followers. Without hesitation, she expressed that the number one quality she looks for and values in both her leaders and her followers is loyalty. She feels that loyalty is built on trust, reliability and dependability. Lt Col Stevenson sees loyalty as the cornerstone of an organization. Next, she feels that humility and honesty are key attributes for both leaders and followers. She expects leaders and followers to be open to feedback and she does not want yes-men/women working for her. In The Leadership Challenge, Kouzes and Posner describe their findings after conducting several surveys regarding what employees consider to be the most important trait of a good leader. Consistently, honesty was ranked number one. This is fundamentally tied to ethics and the perceived morality of a leader. As Kouzes and Posner stated, “We want our leaders to be honest because their honesty is a reflection upon our own honesty.” CITATION JKo02 \p "27, para. 4" \l 1033 (Kouzes & Posner, 2002, pp. 27, para. 4). On another note, Lt Col Stevenson expressed some traits she views as red flags indicating character and/or moral deficiencies in leaders and followers. First, she dislikes hypocrisy. She feels that individuals should be able to practice what they preach and not have a do as I say, not as I do attitude. She is also wary of individuals with self-centered motivations without regard to the impact they may have on others or an organization. During our interview, she stated, “We don’t go at it alone. It is not all about you.” (L. Stevenson, personal communication, January 26, 2011). Likewise, she sees disrespectful treatment of others as a warning of character flaws. She abhors condescension and conceited attitudes feeling that mutual respect is important in professional and personal relationships. Finally, Lt Col Stevenson has strong feelings regarding the inappropriateness of ethical ‘fudging’. She feels that even the smallest deviation from ethical standards is unwarranted and does not justify the end result.BalanceLt Col Stevenson is a seasoned and experienced leader with a wide breadth and depth of skills and knowledge. During our interview, I asked her what areas she would focus on if she were the wing commander. She responded that her primary focus would be in maintaining balance in the lives of Airmen and civilian employees. She feels that it is important to maintain a balance between doing what is right and doing things the right way. She would encourage Airmen to become stronger Air Force professionals in addition to their development within their assigned work centers. As wing commander, Lt Col Stevenson would also provide more guidance on how the Air Force assigned to Fort Meade should interact with their National Security Agency counterparts and leadership. Many of the Airmen feel like they are faced with ethical challenges and dilemmas as they attempt to please two masters. Lt Col Stevenson would foster an environment of communication, collaboration and transparent operations so Airmen would not be faced with those types of choices and would be less tempted to make unethical choices. Lastly, she would work hard to encourage balance between the professional and personal lives of wing Airmen and employees. She stated that often as a result of feeling torn between their personal and professional lives, Airmen suffer from low morale, dissatisfaction with their jobs, and productivity suffers. Lt Col Stevenson feels it is important to not only encourage employees to maintain a balance but to provide them opportunities to do so. Moral LeadershipAs mentioned in the previous section, Lt Col Stevenson feels that there is not only the right thing to do there is also the right way to do it. Maintaining a balance between doing what is right and doing it the right way is how she defines moral leadership. “Even the smallest [moral] misstep may lead to an avalanche” of unintended and negative results. She feels an individual’s moral leadership determines their credibility and therefore must be continually maintained. Ciulla states, “The witness of leaders both communicates the ethics of our institutions and establishes the desired standards and expectations leaders want and often demand from their fellow workers and followers.” CITATION Joa04 \p "28, para. 2" \l 1033 (Ciulla, 2004, pp. 28, para. 2). Lt Col Stevenson also feels that any moral slipping will ultimately lead to a slipping in overall standards potentially creating severely negative consequences for individuals and organizations. However, she does not abdicate all responsibility from the followers. Followers also play an important role in sustaining ethical conduct. It is upon the follower to decide to follow a leader’s moral and ethical example. To foster an environment that encourages moral leadership and followership, many organizations have implemented an organizational ethics program. Organizational Ethics Programs Today’s organizations often include an organizational ethics program. These programs offer institutionalized ethical guidance, training and oversight. Since organizations will overtime create their own private moral universes closed to external feedback and critique, it is important that an ethical culture be part of the foundation. Lt Col Stevenson expressed the importance of an organizational ethics program in providing a firm base for employee conduct and behavior by defining limits and establishing standards. She also feels that an ethics program is integral to an organization’s moral compass. It is an organization’s moral compass that ultimately sets the course for ethical conduct. Unethical ConductUnfortunately, there are still occasions where individuals behave unethically. Sometimes, they attempt to excuse their behavior by asserting that the ends justify the means or they were doing something for a greater good. Dr. Terry Price, University of Richmond, Jepson School of Leadership Professor and Associate Dean for Academic Affairs, describes the leeway given to leaders by their followers to sometimes stray from their moral compass as the justificatory force of leadership. However, he cautions against it stating, “Whatever the normative expectations on leaders, they must recognize that the justificatory force of leadership often runs out when it comes up against moral requirements. If the pursuit of goals that represent the interests of the group means that leaders need to deny legitimate moral demands that may be made by outsiders or by individual followers themselves, then—noble though their goals may be—leaders should defer to these demands.” CITATION Joa04 \p "144, para. 3" \l 1033 (Ciulla, 2004, pp. 144, para. 3). Lt Col Stevenson stated that she did not feel it was ever excusable to engage in unethical conduct. She said that our ability as human beings to decide between what is right and wrong and to act accordingly is what sets us apart from animals. Regardless of short-term conflict and discomfort, in the end she feels ethical conduct will stand the test of time and will be worth the effort. As an example, she related a story concerning a counter part to an organization she once worked for. In an effort to inflate their success and make themselves look better, the sister organization attempted to pad their numbers concerning productivity. They requested that Lt Col Stevenson and her co-workers provide them with data which would allow them to do so. Lt Col Stevenson, with the full support of her leadership, refused to do so despite mounting pressures. In due course, the unethical conduct was discovered and the sister organization’s leadership was held accountable and removed from their positions. She explained that the sister organization’s leaders were not bad people they were just afraid to speak truthfully to the leadership above them regarding their declining productivity numbers. So, in a vain attempt to please their bosses they continued to provide misleading information. This is an excellent example of why leaders must establish an environment that is ethically sound and fosters open communication and honesty.Role ModelsAs a career intelligence officer, Lt Col Stevenson has a wide range of assignments and worked with many different personality types. As she described the individuals who had served as her role models, she broke them into two categories: pilots and intelligence officers. Pilots, she explained, generally have a laid back approach to leadership. They are just as likely to praise or criticize a commissioned officer as a junior enlisted member. As an intelligence officer working amongst pilots, she learned to never be complacent, work by the book and to never misrepresent or falsify numbers. In regards to intelligence officers, she stated that they eat their young. They are relentless in their pursuit to outperform one another. She attributes this to the predominance of type-A personalities within the AF intelligence officer career field. Many of these officers will ceaselessly push themselves to perfection.She also shared a story of a particular individual who had served as inspiring role model for her. Earlier in her career, she was assigned to an Air Force Base that had a nuclear program. During a nuclear surety self-inspection conducted by the wing, it was discovered that standards were not being met. Since it was a self-inspection, the wing commander had the opportunity to correct the behavior, cover it up and not report it up his chain. However, he felt the ethical thing to do was to report it up his chain. As a result, he was removed from his command position. He took full responsibility and quietly retired shortly thereafter. Lt Col Stevenson was impressed that this Colonel had the integrity to take responsibility for an action that was committed by someone much, much junior to him. As the leader, he felt that the ultimate responsibility rested on his shoulders. This is a lesson Lt Col Stevenson has incorporated into her daily conduct. She bears the weight and responsibility of every action taken under her command. LegacyGiven her nearly twenty years in the Air Force, I asked Lt Col Stevenson what legacy she hopes to leave behind once she retires. First, she hopes that she instills a sense of willingness in others to strive and achieve greatness. In the vein of an authentic transformational leader, she wants to play a role in assisting others to move past mediocrity and realize their full potential thus preparing them for a successful succession in emerging leadership positions CITATION Joa04 \l 1033 (Ciulla, 2004). She also hopes that she fans the flames of a fighting spirit within others encouraging them to never give up on their dreams and goals. All too often individuals are content to surrender what is important in their lives. It is this lack of a fighting spirit that also leads to unethical behavior as people become too lazy, too disheartened, and too disinterested to care enough to do the right thing the right way. ConclusionThere are certain individuals who stand out among others as leaders without even trying. Lt Col Stevenson is one such individual. She demonstrates a sincere desire to care for her followers, ensure mission integrity and maintain balance. She is adept at changing her approach based on the needs of a situation without ever compromising her standards, moral compass, credibility or sense of ethics. She is an inspiring leader, an effective manager and a role model for all those who come into contact with her. Through my interactions with her to include this interview, I have taken away tools and ideas that have served and will continue to serve me as I continue to develop and fine tune my own personal leadership and management styles. References BIBLIOGRAPHY \l 1033 Bass, B. (1990). From transactional to transformational leadership: Learning to share the vision. Organizational Dynamics , 18 (3), 19-32.Bertocci, D. (2009). Leadership in organizations: There is a difference between leaders and managers. Lanham: University Press of America.Ciulla, J. B. (2004). Ethics, the heart of leadership. Westport: Praeger Publishers.Covey, S. (2004). The 7 habits of highly effective people. New York: Free Press.Greenleaf, R., Spears, L., & Covey, S. (2002). Servant leadership: A journey into the nature of legitimate power and greatness 25th anniversary edition. Mahwah, NJ: Paulist Press.Harvard Business School. (1998). Harvard business review on leadership. Boston: Harvard Business School Publishing.Kouzes, J., & Posner, B. (2002). The leadership challenge (3d edition ed.). San Francisco: Jossey-Bass.Appendix A- Interview QuestionsIn an article included in the Harvard Business review on Leadership, Joseph L. Badaracco, Jr., states that a defining moment in an individual’s life occurs when he/she is faced with a decision between right and right and the outcome of this decision sets in motion irreversible actions shaping our personal and professional identities. The accumulation of these decisions over a lifetime determines a person’s character CITATION Har98 \l 1033 (Harvard Business School, 1998). What are some defining moments in your life and how have they shaped you personally and professionally?There is a lot of debate over the roles of leadership and management. Do you feel that the two differ? If so, how? Do you feel that one is more important than and takes precedence over the other? If so, why?How do you define good leadership and effective management? Have you ever experienced poor leadership and ineffective management? If so, please explain the impact on you personally and on the organization/s as a whole. How would you define your leadership and management styles? In regards to leadership and management, what do you consider your greatest strengths to be and are there any areas you wish to further develop?What role do you feel leaders play, if any, in developing their followers into leaders?What is your opinion on objectivist egoistic versus altruistic self-sacrificial leadership? Do you prefer one over the other? Please explain why or why not. What does empowerment mean to you? When and how do you think it should be implemented? Do you feel that there are any potential pitfalls to empowerment and, if so, what are they?What are your feelings on transactional and transformational leadership? Which leadership style do you prefer and why?What qualities do you value in your followers and your leaders? What traits serve as red flags?What do you feel is the biggest challenge facing the 70th Intelligence, Surveillance, Reconnaissance Wing leadership on Fort Meade? If you were the next wing commander, how would you tackle these challenges?How do you define moral leadership? What importance, if any, does it have within an organization? What function do you feel an ethics program serves in organizational success? What roles and responsibilities do managers and leaders have in creating an ethical work environment? Is unethical behavior ever excusable? For instance, if an unethical decision results in a positive outcome for a large amount of people would it be justified? Have you ever been faced with a similar situation and, if so, how did you handle it?During your career, what individuals have served as role models of ethical leadership and management? Please explain why. As you progress throughout your career and your personal life, what legacy do you wish to leave behind? ................
................

In order to avoid copyright disputes, this page is only a partial summary.

Google Online Preview   Download