Leaders with wise use of power must recognize and resist the…
Question 1In the paper “Integrity: without it nothing works” we learned that when giving our word, most people do not consider fully what it will take to keep that word. That is, people do not do a cost/benefit analysis on giving their word. In effect, when giving their word, most people are merely sincere (well-meaning) or placating someone, and don’t even think about what it will take to keep their word.
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Question 2Leaders with wise use of power must recognize and resist the dangers posed by possessing too much power while making sure that followers aren’t corrupted by having too little.
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Question 3The Leader-Member Exchange (LMX) theory is based on the notion that leaders develop closer relationships, with one group of followers.
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Question 4A Machiavellian is skilled at manipulating others for their own ends; engage in lots of self-promotion, are emotionally cold, and are prone to aggressive behavior.
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Question 5Moderation is NOT important to practicing temperance.
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Question 6Psychiatrist Scott Peck identifies evil as NEVER being a form of narcissism or self-absorption.
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Question 7An important feature of virtues is that they operate independently of a situation.
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Question 8Those who promote virtue ethics NEVER start with the end in mind.
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Question 9Utilitarianism is based on the premise that ethical choices should be based on their consequences.
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Question 10In sharp contrast to the utilitarians, European philosopher Immanuel Kant (1724–1804) argued that people should do what is morally right no matter the consequences.
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Question 11Business ethics educators Charles Powers and David Vogel identify six factors or elements that underlie moral reasoning and behavior and that are particularly relevant in organizational settings. Tolerating moral disagreement and ambiguity is NOT one of them.
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Question 12According to Harvard philosopher John Rawls we should follow the principle of justice that each person has an equal right to the same basic liberties that are compatible with similar liberties for all and build that principle into our social institutions.
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Question 13A downside to cooperative groups is that they rarely engage in higher-level reasoning and more critical thinking.
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Question 14Karau and Williams believe that “individuals will be willing to exert effort on a collective task only to the degree that they expect their efforts to be instrumental in obtaining outcomes that they value personally.
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Question 15Important communication skills and tactics include comprehensive, critical listening; supportive communication; emotional intelligence, productive conflict management; argumentation, and expression of minority opinion.
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Question 16Defensiveness is only a minor threat to accurate listening.
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Question 17Social psychologist Irving Janis developed the label groupthink to describe groups that put unanimous agreement ahead of reasoned problem solving.
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Question 18Management professors Bart Victor and John Cullen argue that there are 5 primary ethical climates that can be classified according to the criteria members use to make moral choices and the groups that members refer to when making ethical determinations. The 5 primary climates, according to Victor and Cullen include: 1. Instrumental, 2. Caring, 3. Law and order, 4. Rules, and 5. Independence.
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Question 19Key markers of highly ethical organizations include humility, zero tolerance for destructive behaviors, integrity, justice, trust, a focus on process, and structural reinforcement.
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Question 20Sexual harassment and discrimination are not common categories of misbehaviors in an organization.
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Question 21Followers contribute to a shadowy atmosphere when they fail to fulfill their minimal responsibilities by coming to work late, taking extended breaks, not carrying out assignments, undermining the authority of their leaders, stealing supplies, and so on. However, they can also contribute to an unethical climate by taking on too many obligations. Employees forced to work mandatory overtime and salaried staff at many technology and consulting firms work 70–80 hours a week, leaving little time for family and personal interests. They experience stress and burnout, and their family relationships suffer.
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Question 22Moral imagination does not enhance moral reasoning because it does not encourage the generation of novel alternatives.
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Question 23 Authentic apologies are frequently vague.
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Question 24 Courageous leaders ignore risks and dangers.
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Question 25 To forgive, we must forget past wrongs and move on.
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