Organization Management Journal

Volume 9 Issue 3 Article 10

9-1-2012

Meeting the Ethical Challenges of Leadership: Casting Light or

Shadow (4th ed.) by Craig E. Johnson
Charles D. Johnson
Dalton State College

Follow this and additional works at: https://scholarship.shu.edu/omj

Part of the Organizational Behavior and Theory Commons, and the Organizational Communication
Commons

Recommended Citation
Johnson, Charles D. (2012) "Meeting the Ethical Challenges of Leadership: Casting Light or Shadow (4th
ed.) by Craig E. Johnson," Organization Management Journal: Vol. 9: Iss. 3, Article 10.
Available at: https://scholarship.shu.edu/omj/vol9/iss3/10
Organization Management Journal, 9: 202–205, 2012
Copyright © Eastern Academy of Management
ISSN: 1541-6518 online
DOI: 10.1080/15416518.2012.708856

Meeting the Ethical Challenges of Leadership: Casting Light

or Shadow (4th ed.) by Craig E. Johnson
Charles D. Johnson1
1
School of Technology, Dalton State College, Dalton, Georgia, USA

As the title implies, the fourth edition (Johnson, 2011b) of asserting that this makes the material accessible to individuals
Meeting the Ethical Challenges of Leadership: Casting Light across disciplines and leadership positions.
or Shadow explores the moral/ethical realm of leadership and Dr. Johnson states, in the online instructor materials, that he
the leader’s role in both beneficial (i.e., light) and harmful (i.e., is an advocate for the “power of forgiveness, spirituality, and
shadow) results of actions taken. The author explores this theme universal moral standards.” This statement would be helpful in
over the 11 chapters and 536 pages in the book. the preface of the book as well, so the reader is better prepared
This book is primarily meant for a course in leadership ethics for the author’s stance on these issues. He does point out in the
at the college/university level, but as suggested it can also be book preface that he brings his biases into his writing in order to
used for workshops. Resources for the book at http://www. create debate, which is helpful to know. For example, he makes
sagepub.com/johnsonmecl4e/main.htm include an Instructor the bold statement that “leaders often cause more harm than
Teaching Site that is password-protected (Johnson, 2011a) and good,” although there is no evidence presented to support this
a Student Study Site that has open access (Johnson, 2011c). generalization.
The Instructor Teaching Site includes ideas for teaching the Chapter 1 of the book, “The Leader’s Light or Shadow,”
course or leadership seminar. Resources include syllabi, teach- explores the misuse of leadership and power. The author makes
ing strategies, assignment ideas, PowerPoint slides, and chapter the point that focusing only on leadership best practices, often
tests. The Student Study Site has journal articles and related done in leadership and management books, ignores the possible
discussion questions for each of the chapters in the book. ethical abuses inherent in a leadership position. By first focus-
The 11 chapters in the book are divided into four sections. ing on the potential pitfalls, the reader can better internalize the
Part I, Chapters 1 and 2, deals with the result of mismanage- ideas.
ment of power; Part II, Chapters 3 and 4, deals with building While I agree that potential abuses need to be explored, I
character; Part III, Chapters 5–7, deals with ethics and ethical think one needs to be cautious about painting too bleak a pic-
leadership; and Part IV, Chapters 8–11, deals with implement- ture, especially for those who are new to leadership. For exam-
ing the ethical leadership role, including building a group, ple, the 2009 National Business Ethics Survey (Ethics Resource
organizational climate, diversity issues, and crisis leadership. Center, 2009) found that 71% of employees believe their lead-
Each chapter includes related current events, case studies, ers are honest with employees about business decisions in the
self-assessments, and follower ethics information. company.
Since both leadership and ethics have various interpretations, While Chapter 1 explores the behavior leaders exhibit when
it was helpful to find that the author immediately clarifies the they are being unethical, Chapter 2 of the book, “Stepping Out
meanings as used in the book. Leadership is defined as “exer- of the Shadows,” explores the motivating factors, such as inse-
cise of influence in a group context” and ethics is defined as curity and fear, that result in these unethical behaviors. The
“judgments about whether human behavior is right or wrong.” author also discusses unintentional missteps that can be made,
Within the context of the book, ethics and morals are used often due to poor decision-making skills, lack of expertise, and
interchangeably. organizational culture. The chapter concludes with a suggested
Another helpful clarification is that this is written as a methodology for applying the principles.
multidisciplinary book. The author justifies this approach by Categorizing motivating factors is a good idea, but the author
should be cautious about general statements that explain these
motivations, such as, “Leaders often are deeply insecure peo-
ple who mask their inner doubts through extroversion” (p. 43).
Address correspondence to Charles D. Johnson, School of This appears to be personal opinion, and there is some con-
Technology, Dalton State College, 650 College Drive, Dalton, GA cern that the author may fall prey to stereotyping, a type of
30720, USA. E-mail: [email protected] faulty decision making that is later discussed in the chapter.
202
 REVIEW OF MEETING THE ETHICAL CHALLENGES 203

Based on personality measures such as the Myers–Briggs for forgiveness, which in his view is an important component of
(Myers & Myers, 1980), levels of extraversion or introversion moving beyond evil while not condoning it.
can simply be part of an individual’s personality. Although Spirituality is presented as a tool many leaders and followers
extraversion/introversion can be controlled to a certain extent use to deal with evil. Spirituality is differentiated from religion,
depending on circumstances, linking extraversion to masking and defined as an important part of the inner life and values of
inner doubts is likely an unfair characterization. people in the workplace. The author cites several studies that
The last part of Chapter 2 is especially useful for students. point to spirituality as a means to reinforcing ethical values
The author points out that ethical knowledge and expertise in the workplace. He also warns that spirituality, if narrowly
require thought and practice, and the more we focus on this defined by a leader, can be used to force conformity, a practice
topic in our lives, and in classes, the more adept we are that is unethical.
at making good ethical decisions. This should be very help- Since spirituality is being presented as a motivating factor
ful to students, since understanding the rationale for ethics is for workplace behavior, another useful theory to present at this
an important key to increasing the likelihood that people are juncture might be Maslow’s hierarchy of needs (Maslow, 1954).
motivated to learn the subject matter. According to this simple but popular theory, people are moti-
Chapter 3, “The Leader’s Character,” continues the inside- vated by unmet needs, and as basic needs are met then higher
out approach found in Chapter 2, that is, exploring the inner level ones, such as self-actualization, begin to motivate. This
dimensions of an individual that result in their behavior. The would be a useful addition when discussing higher order needs.
author points to eight elements of character important for eth- Although the author does a good job of explaining spiritual-
ical leadership, namely, courage, prudence (the right action in ity as the recognition of one’s inner life and sense of purpose,
a situation), optimism, integrity, humility, reverence, compas- and separating this term from religion, this may not be as easily
sion, and justice. He then makes the case for blending these separated in the reader’s mind. This topic, and the placement in
into a moral identity, although he does recognize that there may the same chapter with evil, should result in some healthy class
be uneven development across these elements, with examples debate, as well as insights into different views on spirituality
being provided of public figures who are flawed in one area and religion.
but have strengths in other areas. The chapter concludes with Chapter 5, “General Ethical Perspectives,” covers different
character-building tips such as finding role models, being aware frames of reference for ethics, but the author does point out the
of collective stories with an ethical theme and emulating these practical need to combine perspectives, a type of ethical plu-
stories, learning via setbacks, developing habits as outlined in ralism. Ethical perspectives covered are utilitarianism (doing
Stephen Covey’s The Seven Habits of Highly Effective People the greatest good for the greatest number of people, such as
(2002), developing mission statements, and determining one’s in medical emergencies), Kant’s categorical imperative (choos-
personal values. ing the moral path no matter what the consequences, such as
Although it appears that the author has somewhat arbitrarily taking extra steps to ensure customer health, whether or not it
chosen the elements of character, I think a good case is made for is required), justice as fairness (ensuring all have equal liber-
the selection. The character-building methods, including learn- ties, but the least advantaged are benefited, such as admission
ing from hardship, habit development, and visioning with values criteria in colleges), communitarianism (a focus on the commu-
in mind, are useful techniques. The section on learning from nity and the common good, such as universal health care), and
hardship is especially important, and the author does a good job altruism (caring for others, not just oneself, such as Hospice
of exploring this concept and pointing out that important life volunteering).
lessons can come in the form of hardships. This chapter is especially useful to the study of ethics, since it
Chapter 4, “Combating Evil,” explores different forms of evil contrasts different philosophies, and provides examples of when
as well as forgiveness and spirituality as means for dealing with each approach may be useful. Having knowledge of these dif-
evil. Evil is described as a dreadful pleasure (overcoming bore- ferent approaches should result in a more critical analysis of
dom or morbid thoughts by victimizing others), a deception important ethical decisions.
(covering up your true nature to deceive others), bureaucracy Chapter 6, “Normative Leadership Theories,” focuses on
(government or administrative systems that are engaged in evil leadership theories that have an ethics focus. These include
as a part of daily operations, such as Germany in World War transformational leadership (highly persuasive, highly altru-
II), sanctioned destruction (permission to victimize others, such istic leadership that focuses on ethical values, as contrasted
as Native Americans), choice (decision-making strategies that with pseudo-transformational leadership that focuses on taking
result in evil), and ordinary (situational factors resulting in oth- advantage of others), servant leadership (placing the needs of
erwise normal people becoming involved in evil; e.g., the abuse followers above those of the leader, and treating followers as
in Abu Ghraib prison). The author encourages the reader to partners), authentic leadership (acting in harmony with one’s
reflect on how easily evil can become a part of the fabric of true character, with a moral emphasis), responsible leadership
organizations and ourselves. He also provides some strategies (seeking the greatest good for followers and stakeholders alike,
204 C. D. JOHNSON

and focusing on social justice), and Taoism (ethical leadership actually prepare teams for working together, and do not work with
using mostly hands-off, minimalist, selfless approaches). teams in the early stages to be sure effective group techniques are
Just as in Chapter 5, the author points to the need to use being implemented. This is an important first step for ensuring
lessons from all five leadership approaches in order to be ethi- ethical group behavior. After all, it is better to be proactive via
cal and effective. He contends that knowledge of these different team rules that encourage moral behavior than to do this via
approaches should result in a more critical analysis of one’s warnings, when unethical behavior has already occurred.
leadership methods. Chapter 9, “Creating an Ethical Organizational Climate,”
While Taoism can be used as a way to draw ethical lead- is perhaps the most important topic in the book for a leader.
ership lessons from nature, including a hands-off approach to Types of organizational climates are explored, as well as signs
leadership, it is a very ambiguous philosophy with many inter- that identify ethical climates, such as an intolerance of destruc-
pretations. On the surface, it appears that a lack of rules is an tive behaviors, treating others fairly, a concern for means as
important part of Taoism. However, branches of Taoism have well as ends, organizational structure and rules, and being con-
very explicit rules, with specific requirements for entry. It is cerned with others outside the organization, with an example
certainly helpful to draw loosely from this philosophy, and the being civic engagement. Tools for creating the desired climate
Tao Te Ching certainly has useful metaphorical lessons to con- are identified in the chapter, including methods for discovering
template. However, since Taoism has many interpretations and core values, developing a code of ethics, and applying contin-
branches, one must be careful of making broad generalizations uous improvement techniques to organizational ethics so that it
about how this is applied to leadership. continues to be a focus of the organization.
Chapter 7, “Ethical Decision Making and Behavior,” pro- The information on codes of ethics is especially useful in this
vides an understanding of how we make ethical choices, starting chapter. These documents are often created and then forgotten,
with James Rest’s four stages component model. This model so they are not truly helpful in building an ethical workplace
is centered around moral action, with four processes playing a climate. As stated in the chapter, this problem can be reduced
role: moral sensitivity, recognizing a moral issue; moral judg- by obtaining broad input, using clear language, and being sure
ment, taking a course of action based on the moral issue; moral to address the issues of greatest importance to the group and its
focus, motivation to take the moral action; and moral character, stakeholders.
those personal characteristics that result in follow-through with Chapter 10, “Meeting the Ethical Challenges of Diversity,”
the moral action. begins with the ethical justification for promoting diversity in
Four decision-making strategies, or problem-solving meth- the workplace, followed by the ethical challenges associated
ods, are outlined in the chapter, including Kidder’s ethical with globalization, cultural and related ethical differences, tech-
checkpoints (nine steps specifically focused on ethical issues), niques for finding ethical commonalities across cultures, and
the moral reasoning SAD formula (defining and analyzing an making ethical choices across cultures.
ethical situation, and then making a decision), Nash’s 12 ques- The author points out the complexity of ethics in a global
tions (a lengthy model used mainly to ensure a full discussion of society, but also provides some helpful tools for dealing with
moral issues), and the case study method (a method often used these differences. For example, Rushworth Kidder’s Eight
in medicine, which involves using narratives by all involved in Global Values identifies the eight values shared around the
the decision making to determine the best course of action in world, and the Global Business Standards Codex provides
cases where there is not full agreement) eight principles for creating a universal code of conduct. The
Chapter 7 does an excellent job of covering both how ethical guidelines for making ethical choices in culturally diverse
choices are made by individuals, and problem-solving models organizations are also very useful.
that we can use to help us focus on ethical solutions. The mod- Chapter 11, “Ethical Crisis Leadership,” focuses on leader-
els encourage delving deeper into the problem and solutions, ship skills in unanticipated, emergency situations. Approaches
simply by forcing one to follow a step-by-step approach. include having a contingency plan ahead of emergencies, being
Chapter 8, “Building an Effective, Ethical Small Group,” transparent and honest during and after an emergency situation,
focuses on group techniques that facilitate ethical outcomes. and demonstrating care and altruism for all who are affected.
The group leader’s role is explored, including the need to ensure This chapter is especially helpful as a reminder to plan
all are engaged in group decision making. Group process pit- ahead for crisis situations, and to be empathetic with all those
falls, such as groupthink and false agreement, are also explored. impacted by an event. There are suggestions about how to be as
The last section of the chapter focuses on characteristics that can transparent as possible in a crisis, as well as specific guidelines
be fostered for good group communication, including listening for communicating to stakeholders.
and participation techniques, emotional intelligence, critical lis- The author makes the case that strategic ambiguity, being
tening, conflict management, and making effective arguments. vague in communication to appeal to multiple audiences, is
Ensuring that teams function effectively is a crucial role for often unethical. I wonder if this is too much of a generalization.
leaders. In my experience, leaders often do not take the time to It seems to me that strategic ambiguity is a very useful tool,
 REVIEW OF MEETING THE ETHICAL CHALLENGES 205

especially in the early stages of an emergency before all the facts Ethics Resource Center. (2009). 2009 National business ethics survey: Ethics in
are known. Inaccurate detail at this stage could actually exacer- the recession. Arlington, VA: Author.
Johnson, C. E. (2011a). Instructor teaching site, Meeting the ethical challenges
bate the situation. However, I do agree that this strategy is less of leadership: Casting light or shadow (4th ed.). Retrieved from http://www.
useful at a later stage of crisis management. Whether or not this sagepub.com/johnsonmecl4e/main.htm
technique is employed, it is certainly important for the manager Johnson, C. E. (2011b). Meeting the ethical challenges of leadership: Casting
light or shadow (4th ed.). Thousand Oaks, CA: Sage.
to employ both care and altruism throughout the process.
Johnson, C. E. (2011c). Student study site, Meeting the ethical challenges of
In summary, Meeting the Ethical Challenges of Leadership is leadership: Casting light or shadow (4th ed.). Retrieved from http://www.
a very creative and well-researched book on the topic of ethics sagepub.com/johnsonmecl4e/main.htm
and leadership. It is important to keep in mind that the author Maslow, A. (1954). Motivation and personality. New York, NY: Harper & Row.
Myers, I. B., & Myers, P. B. (1980). Gifts differing. Palo Alto, CA: Consulting
interjects his personal biases throughout the book. However, his Psychologists Press.
biases are presented in a thoughtful manner, and these biases are
useful for discussions. Readers will certainly find that they have
a deeper understanding of ethics and leadership after focusing ABOUT THE AUTHOR
on the content in this book.
Charles D. Johnson, EdD, is Dean for the School of
Technology at Dalton State College. In addition to administra-
REFERENCES tion, he has been a trainer and consultant for businesses and
Covey, S. R. (2002) The seven habits of highly effective people: Powerful schools. He can be reached at 706-272-4464 or cdjohnson@
lessons in personal change. New York, NY: Simon & Schuster. daltonstate.edu.