Reading the article on the “Value-Based Leadership Paradigm” really made me reflect on my past perspectives on leadership. Recently during a divisional meeting at work, I was outspoken about how leadership should be prioritizing our team’s well-being over focusing on data and getting results. I believed that pushing for high performance without considering how it affected people’s mental health and overall well-being would lead to burnout and the team becoming disengaged. I felt strongly that if we took care of the team and allowed space for growth and emotional support, positive results would be inevitable.

Reflecting after reading the article, I realize that while my focus on well-being was important, I didn’t fully consider how a lack of urgency or accountability could impact the overall progress of the team. The article highlights that value-based leadership is about balancing people’s needs and organizational goals. It’s not about sacrificing one for the other but aligning your values with your actions to create an environment where both can thrive.

While I still firmly believe in the importance of supporting the wellness of my team, I am able to see how leadership also needs to inspire accountability and results. A healthy, content team is important, but it’s also crucial that we find a balance that drives progress. Moving forward, I want to lead in a way that supports my team’s needs while also keeping an eye on the bigger picture to ensure we achieve our goals without compromising our well-being.

Shatalebi, B., Yarmohammadian, M.H. (2011). Value based leadership paradigm. Procedia Social and Behavioral Sciences. https://www.sciencedirect.com/science/article/pii/S1877042811009050

In reading the Triangle Business Journal article, Strong Ethics Provide Guidance, I am reminded of how someone I view as a leader showed how to be an ethical leader during a difficult time. As the article states, during these difficult times, people are uncertain and have concerns, hoping to search for some sense of stability and meaning. Recently, there have been many attacks on institutions for promoting diversity, equity, inclusion, and accessibility; actions that are often deemed as the practices of ethical institutions since they align with core moral principles about fairness, dignity, and responsible treatment of people in organizations and society. Yet, these ideologies are currently being portrayed as negative.

During these times, my role model of ethical leadership played a pivotal role in easing this uncertainty by offering transparency, reassurance, and unwavering support. Through his open dialogue and consistent actions, he reinforced that our organizational values remained intact and reminded every employee that they belong. He actively listened to concerns and provided clear updates about the path forward as soon as he was given information. His integrity showed during these moments of tension and helped to restore a sense of stability. By reaffirming his commitments of fairness and respect, he helped employees feel anchored amid pressures put on our organization from external sources. He constantly reminded us that what was most important to him was to make sure that we were okay. This helped to build our organization’s trust in him and truly showed how his ethical approach was perfect for guiding us through a difficult time.

Marshall, E. (2017, February 17). Strong ethics provide guidance. Triangle Business Journal. https://www.bizjournals.com/triangle/news/2017/02/17/guest-column-strong-ethics-provide-guidance.html

In reading Chapter 11 of “Principles of Management”, I found the section on decision-making in groups to be very interesting. It explores how group decision-making can enhance creativity and lead to better outcomes when done effectively. What stood out to me the most was the section on groupthink, which describes how the desire for harmony or consensus can actually suppress critical thinking and lead to poor decisions. It is shocking how easily people can conform to avoid conflict, even when they know something is wrong.

This concept feels relevant to today’s political and social climate. In many cases, we can see groupthink playing out in real time, whether within political parties, activist movements, or social media platforms. Instead of encouraging open debate or questioning, people often rally behind dominant voices or popular narratives in fear of backlash or exclusion if they don’t agree. As a result, complex issues are only discussed superficially and people maintain their one-sided perspectives.

What I find most interesting about this topic is how subtle and human it is. Groupthink does not come from ill intent but often comes from our social need to belong and to maintain unity. Yet, it shows how easily our good intentions can undermine sound judgment. This makes me think about the importance of open dialogue in groups and creating safe spaces where people can disagree respectfully without fear of judgment.

Fortunately, I have been able to experience these safe spaces that have helped me to openly question issues and form my own educated opinions. It makes me wonder what it would take for the majority of society to adopt this way of thinking. And has social media changed this form of thought, or did it just amplify it?

University of Minnesota. (2015). Decision Making in Groups. In Principles of Management (pp.490-497). University of Minnesota Libraries Publishing.

While reading UC San Diego’s webpage “Ethics Awareness”, I became very interested in their ‘7-Step Path’ to making better decisions. I like to believe I follow this exact path in most decision-making scenarios, but they go in-depth with each step and explain how each is vital to the process. As I reflected on my own decision-making, I realized that I often use several of these steps without even labeling them as part of a structured approach. For instance, I always try to pause before reacting, especially when emotions come into play. Taking that moment to stop and think helps me to avoid impulsive choices and gives me the space to consider what truly matters. I also find that clarifying my goals has been one of the most important steps in my personal and professional life. Knowing what I want in the short term versus what aligns with my long-term growth helps me make choices that feel more intentional and less driven by temporary convenience.

When it comes to determining facts and developing options, I tend to gather as much information as possible, often reaching out to people I trust for their perspectives. It helps me see beyond my own assumptions. However, one step that really stood out to me while reading was “monitor and modify.” I realized that I rarely go back to assess how my decisions actually play out. Once I make a choice, I tend to move on, most of the time assuming it was the right one. This made me think about how valuable it would be to consistently evaluate the outcomes of my actions and adjust when necessary. It shows that ethical decision-making isn’t a one-time process, but an ongoing process of reflection and growth that helps you to remain intentional with your decisions.

UC San Diego. (2025, October 3). Ethics Awareness. Blink. https://blink.ucsd.edu/finance/accountability/ethics-awareness.html#the-decision-making-model

Reflecting on Uber’s decision to step away from promoting the CEO candidate, Jeff Immelt, who didn’t align with their efforts to change a toxic workplace culture, I’m reminded of how essential it is for corporations to show ethical commitment to both their employees and their customers. When a company prioritizes leadership that values integrity, respect, and a healthy work environment, it sends a powerful message about their dedication to long-term success, not just financially but ethically.

Many organizations focus heavily on performance and growth but often overlook the importance of creating a culture of fairness, inclusion, and transparency. When companies ensure leadership aligns with these values, they can build trust with their employees, reduce internal conflicts, and create a workplace where everyone feels respected, unlike the previous culture in Uber with Travis Kalanick as CEO. This commitment is bound to positively impact customer relationships, as a company with a strong ethical foundation is more likely to provide services that are beneficial to society.

By not hiring Immelt, Uber showed a clear recognition of the importance of leadership that goes beyond financial expertise. They show a need to hire someone that is able to rebuild their company’s image and internal culture, and this is refreshing. Uber understands that their long-term success depends on not just innovation but also how they treat their employees and customers. Their commitment to reform toxic culture is a pivotal step to create a healthier and more ethically responsible work environment.

Fingas, J. (2017, August 27). Uber’s key CEO candidate backs out at the last minute. Engadget. https://www.engadget.com/2017-08-27-ge-chief-withdraws-as-uber-ceo-candidate.html

Hensley, N. (2018, April 8). Ex-Uber engineer accuses tech company of gaslighting female employees, defending workplace harassment. Daily News. https://www.nydailynews.com/2017/02/19/ex-uber-engineer-accuses-tech-company-of-gaslighting-female-employees-defending-workplace-harassment/

After reading the article, “The Equifax Hack: What Equifax Got Right and Wrong Amid Data Breach”, it left me thinking deeply about the ethical implications of the breach and how it may have affected users, such as myself. Equifax’s failure to protect sensitive data raises serious concerns about corporate responsibility. The breach allowed hackers to access the personal information of hundreds of millions of people, including their names, social security numbers, birth dates, addresses, and even driver’s license numbers.

From the user’s perspective, this hack was a violation of privacy. Our personal information was exposed to criminals, and even though the CEO immediately apologized, the damage that may have resulted from this breach could not be resolved with sympathy. The company did not provide adequate assistance and left users, like myself, uncertain about the security of their data and the steps Equifax would take to prevent further breaches. Although the author of the article acknowledges what she believes the company did right, the damage to users’ trust is irreparable.

If I were affected by the breach, I would have definitely felt vulnerable and violated. The breach could have led to identity theft or fraud, which can take years to fully resolve. The thought of my personal data being sold on the dark web is very frightening and brings feelings of anxiety. The aftermath of this breach emphasizes the need for companies to prioritize the security of customer data and for users to do the same in protecting their information. This incident reminds me of the importance of digital security and how much trust we place in companies to secure our most sensitive data.

Khalfani-Cox, L. (2017, September 9). The Equifax Hack: What Equifax Got Right and Wrong Amid Data Breach. AskTheMoneyCoach.com. https://askthemoneycoach.com/equifax-hack-data-breach//

Reading the Forbes article “Top CEOs Place High Value on Corporate Ethics and Social Responsibility to Drive Business” showed how these CEOs share values that are closely aligned with my mission of fostering diversity, equity, and inclusion, while also prioritizing communication and transparency in leadership. According to the article, these leaders commonly believe that culture begins at the top, that ethics and social responsibility should be communicated regularly, and that being only partially ethical weakens your credibility.

These principles closely reflect how I approach both my professional and personal roles. When leadership demonstrates honesty, fairness, and genuine care for everyone, it naturally builds trust. I see this trust as foundational to creating environments where diversity, equity, and inclusion are not just values but guiding forces in decision-making, how individuals are treated, and amplifying voices. Dan Amos highlights the distinction between ethical and socially responsible companies, noting that socially responsible organizations recognize their obligation to make the world a better place, an approach that aligns directly with my belief that ethical leadership must consider both people and purpose.

Some CEOs may treat learning ethical behavior as compliance exercises, but these four all showed strong beliefs that building culture is essential, as shown in how their companies operate, how their employees and stakeholders are treated, and how they deepen their relationships with the community. Rodney Martin spoke on how building an ethical culture should be focused on doing the right thing, as well as having a safe environment where individuals can be open in expressing concerns about behaviors that are not aligned with the organization’s values. Dan Amos emphasizes top-down culture, reminding me to consistently model the standards I set for others. If I believe in inclusion and communication yet practice closed decision-making or remain silent in difficult conversations, how can I expect my team to trust me?

Overall, the CEOs’ stated values and my priorities share a commitment to culture, ethics, and inclusion, acknowledging they cannot be afterthoughts. They are all dependent on each other and must be lived daily through transparent speech, inclusive actions, and leadership that listens as well as it directs.

Reiss, R. (2017, September 11). Top CEOs Place High Value on Corporate Ethics and Social Responsibility to Drive Business. Leadership Strategies. https://www.forbes.com/sites/robertreiss/2017/09/11/top-ceos-place-high-value-on-corporate-ethics-and-social-responsibility-to-drive-business/#371dcde24473

In this module, reading about Senators Richard Burr and Kelly Loeffler selling millions in stock shortly before the COVID-19 market crash raised unsettling ethical questions about leadership and trust. As public officials with access to confidential briefings, their trades, though not proven illegal, created the appearance of exploiting privileged information for personal gain. These actions damage public trust and reveal how fragile ethical leadership can be in positions of power.

The article, “Moral Person and Moral Manager”, offered a useful perspective to interpret this situation. A moral person demonstrates honesty, integrity, and concern for others through consistent personal behavior. A moral manager goes further by actively shaping the ethical culture of an organization through communication, example, and accountability. In this case, both senators seemed to fall short in these areas. Whether or not they broke laws, their choices seemed self-serving rather than protecting public trust. Their conduct did not demonstrate ethical behavior for their colleagues or public citizens, and this can cause people to lose faith in the government’s honesty.

This situation shows the necessity for stronger systems to hold public leaders accountable. Laws may exist but lack strict enforcement. Better measures need to be adopted to help prevent conflicts of interest and restore public faith in leadership. Reflecting on this, I’m reminded that ethical leadership is not just about avoiding wrongdoing but about embodying transparency and fairness. True public service demands both moral character and visible moral management, qualities essential if leaders are to inspire trust rather than suspicion in those they represent.

Santucci, J. (2020, March 19). Senators sold off their stocks ahead of coronavirus economic crash. USA Today Politics. https://www.usatoday.com/story/news/politics/2020/03/19/reports-burr-loeffler-sold-stocks-ahead-coronavirus-marketcrash/2882006001/

Trevino, L. K., Hartman, L.P., & Brown, M. (2000). Moral Person and Moral Manager: How Executives Develop a Reputation for Ethical Leadership. California Management Review, 42(4), 128-142

This week while reading the article, “A Framework For Ethical Decision Making”, I self reflected to determine which one of the six ethical lenses I choose to follow when evaluating right and wrong. I must admit that it was a difficult task to only choose one, being that I can agree with all the different perspectives. The rights lens reminds us to respect individual autonomy and moral principles, while the justice lens encourages us to make sure people are treated fairly. The utilitarian lens focuses on creating the most good and the least harm, and the common good lens asks us to think about what helps everyone as a whole. The virtue lens encourages us to act with honesty, integrity, and good character, and the care ethics lens emphasizes the importance of compassion and maintaining strong relationships.

The ethical perspective I use when making decisions shifts with the situation, as I consider the factors that influence the best decision. In minor situations that impact fewer individuals, it may be easier to focus on the common good or the utilitarian perspectives, but would they be the most effective methods to view ethical issues that have a global impact? Or to that magnitude, would it be more reasonable to focus on creating the most good and the least harm? While I believe each situation is unique and may require different ethical perspectives, I find myself relying most on the care ethics and justice lenses in my daily life. I recognize that relationships are essential to how we live daily, so the care ethics lens guides me to listen, empathize, and respond with compassion, rather than just focusing on outcomes. It is also vital, in my opinion, that people feel treated fairly, which is why I may use the justice lens in decision-making processes. Using these lenses allows me to act with care and fairness because real life requires compassion, but you cannot lose sight of equality.

Velasquez, M., Moberg, D., Meyer, M., Shanks, T., McLean, M., DeCosse, D., Andre, C., Hanson, K., Raiku, I., & Kwan, J. (2021, November 8). A Framework for Ethical Decision Making. Markulla Center for Applied Ethics. https://www.scu.edu/ethics/ethics-resources/a-framework-for-ethical-decision-making/

As I read the article “Pig Kidney Transplants Take a Step Forward with Approval of Human Trials” for the Hot Topic Headline of this module, I was reminded of a subject covered in another course I am currently taking. In my Contemporary Moral Issues course, we previously discussed utilitarianism and Jeremy Bentham, a British philosopher also regarded as the founder of modern utilitarianism. According to Bentham and described in his book, An Introduction to the Principles of Morals and Legislation, the “Principle of Utility” is the idea that the ability to feel pain and pleasure is what makes an action morally relevant. Furthermore, he describes humans and nonhuman animals as “moral subjects” given that they both experience pain and pleasure. Taking both his theory and the article’s cases into account, it leads me to ask how he would view the moral issues presented by the article.

Jeremy Bentham describes “utilitarian calculus” as adding all the pleasure of the world to determine if an action is the best action to take. Applying this philosophy, it is understandable to believe that he would reject these procedures, as they may result in significant pain and suffering for the pigs. However, considering the possibility of significant global benefits from these advancements, what stance would Bentham take within the context of modern society and science? In this case, I believe Bentham would prioritize the greater pleasure and benefit for humans over the pain experienced by the pigs and ultimately accept the procedures. Utilitarianism is often considered to be “lifeboat ethics,” in which the greatest good for the greatest number determines actions to be morally right or wrong.

Kounang, N. (2025, September 8). Pig Kidney Transplants Take a Step Forward with Approval of Human Trials. CNN Health. https://www.cnn.com/2025/09/08/health/pig-kidney-transplant-human-trial-fda

Morrow, D. (2017). Moral Theory. In Moral Reasoning: A Text and Reader on Ethics and Contemporary Moral Issues (pp. 171–174). essay, Oxford University Press. Retrieved from https://bookshelf.vitalsource.com/books/9780190236120.