LaDissertation.com - Dissertations, fiches de lectures, exemples du BAC
Recherche

We Dont Need Another Hero

Commentaire d'oeuvre : We Dont Need Another Hero. Recherche parmi 297 000+ dissertations

Par   •  8 Avril 2015  •  Commentaire d'oeuvre  •  336 Mots (2 Pages)  •  803 Vues

Page 1 sur 2

Everybody loves the stories of great leaders, especially great moral leaders. Think of Martin Luther King, Jr., Mother Teresa, and Gandhi. We exalt these individuals as role models and celebrate their achievements. They represent, we proclaim, the gold standard of ethical behavior.

Or do they? I don’t ask this because I question the value of ethical behavior—far from it. I ask because over the course of my career as a specialist in business ethics, I have observed that the most effective moral leaders in the corporate world often sever the connection between morality and public heroism. These men and women aren’t high-profile champions of right over wrong and don’t want to be. They don’t spearhead large-scale ethical crusades. They move patiently, carefully, and incrementally. They right—or prevent—moral wrongs in the workplace inconspicuously and usually without casualties. I have come to call these people quiet leaders because their modesty and restraint are in large measure responsible for their extraordinary achievements. And since many big problems can only be resolved by a long series of small efforts, quiet leadership, despite its seemingly slow pace, often turns out to be the quickest way to make the corporation—and the world—a better place.

In this article, I explore the findings of my four-year effort to understand how quiet leaders see themselves, think about ethical problems, and make effective decisions. Although all names have been changed, the anecdotes below are based on more than 150 case studies that I gathered from several sources, including direct observation, participation in situations as an adviser, and papers and accounts by many of my older MBA students who came from corporate positions with serious management responsibilities. The stories have convinced me that while certain ethical challenges require direct, public action, quiet leadership is the best way to do the right thing in many cases. That’s because quiet leadership is practical, effective, and sustainable. Quiet leaders prefer to pick their battles and fight them carefully rather than go down in a blaze of glory for a single, dramatic effort.

...

Télécharger au format  txt (2.1 Kb)   pdf (50.1 Kb)   docx (8.4 Kb)  
Voir 1 page de plus »
Uniquement disponible sur LaDissertation.com