I do not believe that unethical behavior can unknowingly occur if a leader has proper values and intentions. A leader who is ethically based will not knowingly break laws, deny rights, endanger lives or deceive or exploit employees, customers, stake holders or society.

However, I do believe that an ethically based leader may find him or herself in situations where they have discovered that they have acted inappropriately due to others in power who have deceived others in order to take advantage of the situation. For example, if a leader discovers funds have been misused, or expenses exaggerated, or discrimination or other unethical behavior has occurred in a department or company, this becomes the moment of truth for any ethical leader. At that moment, an ethically based leader will make a decision to fight to correct the problem within the company, notify authorities or leave the company. This may seem simplistic, but I believe that if more leaders stood up against unethical behavior, there would be less of it.

In my opinion, the problem of corporate scandals relates to a general decline of ethical standards within society as a whole. An employee who cheats on an expense account, or takes supplies from the supply room, is as guilty of stealing as the corporate executive who cheats employees, customers or stockholders. While, one may be more costly, and has greater negative impact than the other, they are both ethically incorrect. For this reason, more time and energy needs to be spent teaching general ethics to employees and executives. With communication and training, it is clear to all involved what is ethical, and how to address problems when they are discovered.

I believe that a true leader must not only drive results for a company, but must also realize their social contract they have with employees, customers, the community, etc When profits, career advancement, and greed are not balanced with a social conscious, then grey areas between right and wrong become more difficult to distinguish. When misuse of funds, or misappropriate use of employees, discrimination, etc., occur all of us have a choice. We can ignore it, and become accomplices to the problem. We can fight to improve the situation in order to be leaders in improving the situation. Or, if we cannot improve the situation internally, we can leave to find a better ethical match somewhere else.

James Gehrke is the President of Magnify Leadership and Development.
Magnify Leadership and Development
6232 South Vinecrest Drive Murray, Utah 84121 Phone: 801-266-0849
Email: info@magnifyleadership.com
Website: http://www.magnifyleadership.com

After various promotions in Sales, Sales Operations, Training & Development, and Sales Management and Training, he headed Pfizers Learning & Development for all of Europe, Canada, Africa, & the Middle East where he was instrumental in the development of a global management curriculum and other training initiatives to enhance organizational effectiveness for over 30,000 employees. He has worked on many high levels, cross functional teams addressing issues such as Field Force Effectiveness, Change Leadership, Leader Behavior Development, Executive Coaching and many others.

Since starting his own training company, James has developed and trained both public and private leadership, coaching, targeting and territory management sessions for hundreds of participants in various industries. James is bilingual and can teach in both English and Spanish. To contact Magnify Leadership and Development, visit us at http://www.magnifyleadership.com

This podcast is a recording of a conversation on December 5, 2007 with Judy Beaver, director of instructional technology at the Punahou School in Honolulu, Hawaii, about their 1:1 laptop learning initiative. Judy discusses how she utilized research findings from Dr. Robert Marzano’s noted book “Classroom Instruction that Works: Research-Based Strategies for Increasing Student Achievement” when she made the case to the Punahou leaders for their 1:1 project nine years ago. She also discusses how they have effectively utilized those learning strategies in a digitally immersed environment, empowering key teachers to serve as coaches and models for other teachers as exemplary digital learning facilitators. Project based learning has been a key instructional focus of educators at the Punahou School. Many thanks to both Judy as well as Chris Watson for facilitating this conversation! I was able to meet Judy and Chris when I was in Hawaii last December for our USS Oklahoma Memorial Videoconferencing and Digital Learning Project.

Show Notes:

1. Punahou School in Honolulu, Hawaii
2. “Classroom Instruction that Works: Research-Based Strategies for Increasing Student Achievement” by Robert J. Marzano, Debra J. Pickering, Jane E. Pollock
3. Chris Watson’s blog: Watson Common
4. USS Oklahoma Memorial Videoconference (6 Dec 2007)
5. Oklahoma World War II Digital Learning Project
6. Wes Fryer: The Case for 1:1 Computing in Schools (TCEA 2006)

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