Ethical Leadership Organizational Management

Question: Discuss about the Ethical Leadership Organizational Management. Answer: The training session is based on the broad level of improving the workplace communication. This training session is developed for the mid-level employees and low-level employees in the organization. This training session is developed for the organizations in the service industry, for example, restaurants, hospitals, etc. The specific topic of this training session is to educate the employees about the importance of informal communication at workplace. The specific topic can be listed as: How to communicate informally with other employees, managers and leaders in the organization? Definition: Informal communication occurs outside an organization's established channels of sending and receiving messages Informal Communication at workplace will require managers to articulate their own values, identifythe values that they believe should guide the organization, and then communicatethose values to their followers in word and deed. Ample information exists to reinforce the need for leaders to communicate their organizations values inside and outside their organization. Under values based leadership, the manager communicates his/her own personal values and the values of the organization through both words and actions. In other words, under value-based leadership, leaders personify and embody the values of the organization both inside and outside of the organization. Therefore, it is important that communicate the right values authenticity, ethicality, and charismatic leadership constructs. Inside the organization, i.e. the leader will communicate to the employees his values, which in turn are the organizational values. And the same values will be communicated to the customers, the community and the governments. It goes beyond the codes of ethics that organizations often set at a foundational element for ones beliefs, values and actions to where the perceptions of follows see leaders walking the talk that is communicated to the mass noting the discrepancies between the words and actions. Hassan et al., (2014) suggest moral principles are often grounded through the inter-relationships, communication, reinforcements and decision-making in ones morals, values and integrity to shape the culture as a whole. Types of Informal communication methods at workplace: Talking with colleagues about the personal matter Friendly email or message to colleague Chatting with colleague about anything other than work Congratulating others employees in the organization Shaking hand and hugging colleague Lunchtime gossips Key attributes of Informal communication at workplace: Open communication is a key component to making it all work Leaders must utilize an effective communication strategy and rewards system to promote ethical culture among organizational members. Value focused leadership corrects many of the potentially detrimental effects of high-paced communication and technology by bringing valued focus to organizational culture and empowering organizations to take ethically correct courses of action even when it would be more profitable to do otherwise (Mody Mody, 2012). Organizational culture has a key role to develop a platform where employees can practice informal communication at work place. Advantages of Informal communication at workplace It helps to spread the information quickly in the organizational setting It helps to reduce the social pressure in the organization It helps the employees to reduce the stress levels in employees Informal communication helps to overcome the bureaucracy and hierarchical level in the organizations. With the focus on informal communication at workplace, individuals may conform to the group norm, consciously or unconsciously; change their attitudes to justify their overt behaviors; abandon their personal responsibility; or adhere to social roles, even when their morals are tested. Leaders develop context for personnel within the organizational structure by communicating a clear, concise vision of expectations (Schneider, Ehrhart, Macey, 2013). Value based leadership enables leaders to effectively cultivate ethical organizational cultures. Fulmer and Ostroff, (2016) suggest the social systems are composed of social process and communication where the repeated patterns from leaders become consistent in the responses and lower level leaders influence through the delegation of work task or assignments within the workstructure in the creation of a climate.For example a manager may perceive the manager has communicated job accountabilities effectively to an employee. As part of the leadership role it is important to train and evaluate managers on an ongoing business. Real time feedback between leadership and managers and real time feedback between managers and employees can support ongoing communication on accountabilities and it can happen through informal communication (Trevino Brown, 2003). Concluding Remarks Leaders are essential in communicating organizational values inside and outside of the organization because by this being done, followers can hear and see the importance of organizational values straight from leadership. The most effective leaders understand that people come in all shapes and sizes and one type of leadership many not serve well in every situation. For these reasons and others leaders have to remain true to their core values so that the message sent to others below can follow the same path. Therefore, the leaders must establish the platform of informal communication. Good and effective feedback is paramount to the accountability of employees and the supervisor and the feedback could be given with informal communication methods also. In order for a person to grow and be effective within an organization, it is important to understand what is expected of them and if they are adequately performing there job tasks and meeting expectations or need improvement. It is important that leaders, managers and employees should focus on the combination of formal and informal communication channels. References Fulmer, C. A., Ostroff, C. (2016). Convergence and emergence in organizations: An integrative framework and review.Journal of Organizational Behavior, 37, S122-S145. doi:10.1002/job.1987 Hassan, S., Wright, B. E., Yukl, G. (2014). Does ethical leadership matter in government? effects on organizational commitment, absenteeism, and willingness to report ethical problems. Public Admin Review74(3) 333-343. Mody, M., Mody, M. (2012). Value based leadership and organizational effectiveness.EXCEL International Journal of Multidisciplinary Management Studies,2(12), 216-219. Schneider, B., Ehrhart, M. G., Macey, W. H. (2013). Organizational climate and culture.Annual Review of Psychology,64(1), 361-388. doi:10.1146/annurev-psych-113011-143809 Trevino, L. K., Brown, M., Hartman, L. P. (2003). A qualitative investigation of perceived executive ethical leadership: Perceptions from inside and outside the executive suite.Human Relations,56(1), 5-37. doi:10.1177/0018726703056001448.