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Spring 2020 Author’s Call: The Refractive Thinker® Vol XIX
The Refractive Thinker® Vol XIX: Social Media
Spring 2020 Author’s Call: The Refractive Thinker® Vol XVIII
The Refractive Thinker® Vol XVIII: Project Management
Fall 2018: RT: Vol XV: NON PROFITS
The Refractive Thinker® Vol XIV: HEALTH CARE
Fall 2017: RT Vol XIII: Entrepreneurship
RT Vol X: Special Military Edition Video
RT Vol X: Special Military Edition Video
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SummaryHAVE WE TIPPED: Are We Ready to Demand Ethical Behavior from Our Leaders? discussed the unethical behavior of Tiger Woods, Bernie Madoff, Mark Sanford, David Letterman, Elliott Spitzer, John Edwards, Rod Blageojevich, Michael Vick, Lisa Nowak, AIG executives, and others in comparison to a study she conducted at a large federal agency where employees were asked how leadership and leader communication affected their performance. The purpose of the study listed in this chapter was to confirm findings in previous studies of relationships between leadership, supervisor communication, employee performance, and organizational performance (Ballenstedt, 2009; Partnership for Public Service, 2007; USMSPB, 2008). If senior leaders and supervisors increased their leadership and communication knowledge and skills, they increased employee and organizational performance.
Ethical leaders model behaviors of integrity, trustworthiness, listening, respect, courage, and persistence regularly (Rost, 1993). Three methods to model ethical leadership include open communication, visibility, and attentiveness. Russell Hanz, the self-professed villain of Survivor: Samoa was an object lesson in how not to be an ethical leader. Russell was a master at manipulation, lying, sabotage, and incredible good luck. He ended up with three immunity idols. However, in the end, the members of Survivor: Samoa voted for ethical behavior and respect for others, thereby ending the scandalous decade on a good note, a note of promise for the incoming decade.