Post-simulation it was identified that personal power, in the form of charismatic or expert power, may have played an interesting role in the decision-making processes. The leader profile description was that of one with extensive climbing experience and superior knowledge of Everest, this profile was shared with the team at the start of the simulation. As a female, the natural approach to leading the team during the simulation was that of relationship focus, collaboration and consensus with the team members, the hallmarks of interactive leadership (Samson & Daft, 2015). Similar characteristics can be found in Authentic leaders, Level 5 leaders and transformational leadership (Samson & Daft 2015). At the time of the simulation, decision made (eg. rest at Camp 2) appeared consensual and democratic, however idealized influence, loyalty and inspiration could have shaped decision-making processes (attempting the Summit ascension during which two climbers became critical and were flown to Base Camp).
2. Management Research evidence
Personal power in leadership enhances a leader’s ability to direct followers through challenging situations is important in organizations. How much a follower will trust the leader may depend on the information about the leader available to them according to Hernandez et. al. (2014). Personal leadership is where effective leaders use their qualities, their personal power, to influence their followers (Samson & Daft 2015). Personal power influences the followers through demonstrations of exceptional task expertise and knowledge (expert power) as well as personal characteristics (charisma or idealized influence) that command followers’ admiration and respect, strengthening the idea of the leader as being competent and having integrity (Hernandez et.al. 2014). Hernandez et. al. (2014) further explain that this authenticity and competence is what can be interpreted by followers as guidance which is credible, knowledgeable and trustworthy.
Transformational leadership is a style well-suited to women as the behavior is more congruent with female behavior (Stempel et.al. 2015). It is a non-traditional way of leading, as opposed to transactional leadership (Samson & Daft 2015). Stempel et. al. (2015) suggest that the appreciative and supportive manners which are demonstrated by transformational leaders leads to trust and motivates the follower to transcend expectations. The aspects possessed by transformational leaders which influences the followers, are inspirational motivation, individual consideration, intellectual stimulation and idealized influences (behavioral) (Stempel et. al. 2015). These are more typical aspects of a female leader and are typified by caring, sharing a common purpose and are participative in nature. Other aspects of transformational leadership, such a charisma and idealized influence (attributed) are pertaining an image that the leader portrays in the eyes of followers (Stempel et. al. 2015).
3. Application of evidence to problem/issue
The above poses the question if mutual decisions were truly consensual in nature or largely shaped by the personal power of the leader? Personal power as explained by Hernandez et. al. (2014) promotes follower trust and is very effective in influencing followers to go along with the leader’s choices. In the above case the team members could have agreed with the input made by the leader purely because of the knowledge and expertise (expert power) presented at the start of the simulation (sixth time climbing Everest and have been climbing for over fifteen years) and the followers’ lack of expertise. Admiration and commanding respect from the followers for the leader is another type of personal power (referent power as in Samson & Daft 2015), which Stempel et.al. (2015) described as idealized influenced attributed and charisma. The behaviour, which promotes follower trust, is seen in a number of leadership styles (Hernandez et.al 2014) and helps guide followers during challenging circumstances. According to Stempel et. al. (2015) one of the leadership styles in which this quality is displayed is transformational leadership. It is leadership style which is perceived as being more typical of female leaders (Stempel et. al. 2015) and women prefer this style as it is congruent with typical female behaviour and perceived as such by the follower. However, idealized influence attributed was gender neutral. Therefore, the answer to the question posed is that the decision-making process could have been a result of the leadership style most congruent with female behavioural attributes. Attributes like motivation, individual consideration, intellectual stimulation and idealized influences behavioral (Stempel, et. al. 2015) and authenticity and competency (Hernandez et.al. 2014) are attributes of transformational leadership.
Section 3. Ethics and Social Responsibility
1. Description of problem/issue
Post simulation it was identified that there was an ethical issue pertaining a sponsorship deal, of one million dollars for the leader, with a major outdoor gear company. The company required the leader to make it to the summit and have photos and video as proof. There are two issues here. One is the Corporate Social Responsibility issue involving the outdoor gear company. Is it ethical to pay someone to risk his/her life for promotional purposes? The second ethical issue is one of personal ethics. In order to obtain the photos and video, the photographer on the team would have to make it to the Summit with the leader, which could endanger the photographer’s life. As this analysis is written from the leader’s point of view, the latter ethical issue of personal nature will be addressed below applying the practical approach Should the leader have agreed on a sponsorship deal which involves endangering someone else’s life? Is it endangering the other climber’s life when the photographer wished to reach to summit anyway? The leader will not have another change as this will be his last climb and he wants to make the most of it.
2. Management Research evidence
Ethics are a set of moral principles and values pertaining right or wrong, by which an individual or a group of individuals live, which however are not legally binding (Samson & Daft 2015) and do not conflict with the general viewpoint of society. An ethical dilemma arises when there is a conflict of interest (Sampson & Daft 2015). Rossy (2011) explains, using Haidth’s moral foundation theory, that there is moral intuition, knowing instantaneously right from wrong and moral judgment, a conclusion drawn based on moral intuition. To understand what the “right thing to do” in ethical dilemmas, Rossy (2011) suggests using the practical approach, which borrows from several philosophical approaches (Samson & Daft 2015). It poses five questions aiding recognition of the underlying issues, followed by a final three criteria which will aid in resolving value conflict. The five questions are: “What is in it for me? What decisions or action would lead to the greatest good for the greatest number? What rules, policies and social norms – written or unwritten- apply in this situation? What are my obligation to others? What will be the long-term impact for myself and important stakeholders?” (Rossy 2011 p 37).
Ethical decision making is influenced by various situational and individual factors (Sampson and Daft 2015). Church et.al. (2005) indicated that personal decisions concerning ethical dilemmas are entirely based on self-interest and are at the expense of another’s wellbeing, where there is conflict. It is further explained that when the welfare of an individual is affected by the voluntary action of another, an ethical dilemma is present. The study done by Church et. al. (2005) presented a situation where individuals were given a monetary incentive when choosing not to act in the best interest of another person. Church et. al. (2005) further observed that cognitive moral development in the individual has a profound impact on the individual’s behavior and there is an inverse relationship between the level of cognitive moral development the behavior of the individual. As described by Samson and Daft (2015) the highest level of development is post-conventional, seen in transformational leadership style.
3. Applications of Evidence to Problem/Issue
Applying Rossy’s (2011) five questions will enable a clearer understanding of the ethical dilemma at hand. The first question; “what’s in it for me?” explores the natural fundamental component of any individual, namely self-interest, which requires acknowledgment, this is to prevent unethical action. In this case, receiving a million-dollar sponsorship deal and one last climb are the self-interests. The second question; What decisions or action would lead to the greatest good for the greatest number? Meaning, what the interest of the others and to what extend should this be part of the main criteria? The photographer, in this case, wanted to be on this expedition and reach the Summit. The third question is; what is socially appropriate behavior, and what rules apply? In this case, receiving a sponsorship deal may not be inappropriate and there are no rules that formally apply. However, as a leader of an expedition, the socially appropriate behavior would be to have the best interest of the team in mind. The fourth and fifth questions are regarding obligation to others and what the long-term interest are for the leader and other party, and poses the question; can both interests be satisfied, i.e. where do our interests intersect? Sacrifice self-interest over the interest of others? The intersection lies in the desire to climb Everest and attempting the summit. Sacrifice of monetary incentives? Not at the cost of another’s life. Applying the further three criteria; Primacy, which question (what value) is most important, Balance, if a trade-off must be made what would be the preferred compromise, and Acceptance, would your decision withstand public scrutiny, will help clear up value conflict. Incorporating the Church’s et. al. (2005) cognitive development theory explains further the importance of a leader with an advanced level of development as, the higher the level of the leaders’ development the higher the more principled and morally appropriate he or she will act.
Section 4: Reflection on Everest Simulation Experience
Researching for this assignment and connecting this back to the simulation has allowed me to better appreciate the complexities of leading a team and the decision-making processes that come with it. The lectures and readings provided on Leadership and Ethics prior to partaking in this experience had given me some theoretical understanding, however implementing this into a practical situation, such as the Everest Experience, and writing an analysis post-simulation has provided me a much deeper knowledge on the subjects. Furthermore, the intrinsic link between leadership and ethics was made more obvious through the research and analytical process. The way I attempted the leadership role during the simulation experience, through consensus, was one that felt natural to me. Now, having the understanding that this leadership style is often practices by females. The ‘female’ attributes can be found in many of the leadership styles, such as interactive, authentic, transformational and level 5 leadership. These are precisely the kind of attributes preferred in today’s flatter organizational structure. An interesting fact which I had not previously been aware of. Intuitively, one can understand that someone’s moral compass has a significant influence on decision making, however, having this explained and supported by research was enlightening. Moral development dramatically influences the ethical decision of an individual. The highest level of moral development is post-conventional development, which is the level of development mostly seen in transformational and authentic leaders. This analysis has given me an in-depth understanding of the role of a leader in an organization and the many, often ethical, dilemmas faced by him or her.