Discussion: Applying Ethical Frameworks Although the Ethics Resource Center conveyed, as of 2013, that 41% of employees reported having witnessed misconduct in the workplacedown from 45% in 2011this percentage remains alarmingly significant (McGregor, 2014). In fact, these statistics seem to indicate an ongoing need to continue to strengthen commitment to ethical business practice. Business professionals and scholars need to know how to face ethical dilemmas and make sound ethical decisions. As a DBA independent scholar and global change agent, you should have a basic understanding of various ethical frameworks and understand how these frameworks influence real-world business decisions. Northouse (2016) stated, Ethical theories that deal with the conduct of leaders are in turn divided into two kinds: theories that stress the consequences of leaders actions and those that emphasize the duty or rules governing leaders actions (p. 333). Business leaders apply their ethical values daily for decision making in business. Understanding and analyzing various ethical frameworks can help you as you work to solve ethical dilemmas. To prepare for this Discussion, consider Case 13.2, How Safe Is Safe? on pages 351352 of Northouse (2016) and review the Albert, Reynolds, and Turan (2015), Lawton and Pez (2015), Hoover and Pepper (2015), and Gustafson (2013) articles provided in this weeks Learning Resources. By Day 3 Post your application of ethical frameworks to the ethical dilemma posed in the case study. In your application, do the following: Justify your proposed solution, and explain the reasoning you used to arrive at your solution. Incorporate the justifications you provided in response to the Case 13.2. Be sure to support your work with a minimum of two specific citations from this weeks Learning Resources and one or more additional scholarly sources. Reading: Northouse, P. G. (2016). Leadership: Theory and practice (7th ed.). Thousand Oaks, CA: Sage. Chapter 13, Leadership Ethics (pp. 329362) Albert, L., Reynolds, S., & Turan, B. (2015). Turning inward or focusing out? Navigating theories of interpersonal and ethical cognitions to understand ethical decision-making. Journal of Business Ethics, 130(2), 467484. doi:10.1007/s10551-014-2236-2 Gustafson, A. (2013). In defense of a utilitarian business ethic. Business & Society Review (00453609), 118(3), 325360. doi:10.1111/basr.12013 Hartog, D., & Belschak, F. (2012). Work engagement and Machiavellianism in the ethical leadership process. Journal of Business Ethics, 107(1), 3547. Hoover, K., & Pepper, M. (2015). How did they say that? Ethics statements and normative frameworks at best companies to work for. Journal of Business Ethics, 131(3), 605617. doi:10.1007/s10551-014-2255-z Lawton, A., & Pez, I. (2015). Developing a framework for ethical leadership. Journal of Business Ethics, 130(3), 639649. doi:10.1007/s10551-014-2244-2 Prentice, R. (2014). Teaching behavioral ethics. Journal of Legal Studies Education, 31(2), 325365. doi:10.1111/jlse.12018 Skerker, M. (2014). Seeking a variable standard of individual moral responsibility in organizations. Ethical Theory & Moral Practice, 17(2), 209222. doi:10.1007/s10677-013-9430-7 Thiel, C., Bagdasarov, Z., Harkrider, L., Johnson, J., & Mumford, M. (2012). Leader ethical decision-making in organizations: Strategies for sensemaking. Journal of Business Ethics, 107(1), 4964. doi:10.1007/s10551-012-1299-1 Zubair, A., & Kamal, A. (2015). Authentic leadership and creativity: Mediating role of work-related flow and psychological capital. Journal of Behavioural Sciences, 25(1), 150171.
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