nswers this questions...
1. What Are Critical Elements of Developing Ethical Leadership?
2. led Hannah and Avolio to recommend greater attention be paid to a concept they call moral potency. It has three main components. Explain about that !
3. Explain about Ten characteristics are often associated with servant leaders.
Ghiffari Izza Wibisono
2411011079
1.Critical Elements of Ethical Leadership
The development of ethical leadership is a comprehensive process founded on a few key pillars. Self-awareness is paramount, as a leader must understand their own values, biases, and motivations to ensure their actions are consistently guided by integrity. This internal clarity provides the bedrock for moral courage, the ability to stand firm in one's convictions and do what is right, even when it is difficult or unpopular. Ethical leaders demonstrate this courage by confronting unethical behavior and championing fairness. A strong sense of purpose, rooted in a deep ethical framework, provides a guiding light for all decisions, aligning a leader's actions with a greater good. Finally, accountability is essential; an ethical leader takes full responsibility for their actions, mistakes included, thereby setting a transparent and honest example for their team
2.Moral Potency
Hannah and Avolio's concept of moral potency describes a leader's psychological readiness to act ethically in challenging situations. This framework consists of three interconnected components. The first is moral ownership, a leader’s personal feeling of responsibility for addressing ethical issues. Instead of deferring to others, they take proactive initiative. The second is moral efficacy, which is the leader's confidence in their ability to act ethically and positively influence others. It's the belief that their moral actions will be effective in overcoming obstacles. The third and final component is moral courage, the bravery to hold fast to one's moral convictions despite significant opposition or risk.
3.Characteristics of Servant Leadership
Servant leadership is a philosophy where the leader's primary goal is to serve their followers, prioritizing their well-being and growth. This approach is defined by ten core characteristics. Servant leaders excel at listening, actively seeking to understand the needs and perspectives of their team. They lead with empathy, striving to genuinely understand and share the feelings of others. They are focused on healing, helping to resolve conflicts and support personal growth. A strong sense of awareness allows them to recognize and respond to the needs of their community. Instead of using authority, they rely on persuasion to build consensus. They are visionary, skilled in both conceptualization (thinking long-term) and foresight (anticipating future consequences). They view their role as one of stewardship, responsibly managing people and resources. They have a deep commitment to the growth of people, dedicating themselves to helping each individual reach their full potential. This dedication ultimately fosters a sense of community building, creating a supportive and collaborative culture.
2411011079
1.Critical Elements of Ethical Leadership
The development of ethical leadership is a comprehensive process founded on a few key pillars. Self-awareness is paramount, as a leader must understand their own values, biases, and motivations to ensure their actions are consistently guided by integrity. This internal clarity provides the bedrock for moral courage, the ability to stand firm in one's convictions and do what is right, even when it is difficult or unpopular. Ethical leaders demonstrate this courage by confronting unethical behavior and championing fairness. A strong sense of purpose, rooted in a deep ethical framework, provides a guiding light for all decisions, aligning a leader's actions with a greater good. Finally, accountability is essential; an ethical leader takes full responsibility for their actions, mistakes included, thereby setting a transparent and honest example for their team
2.Moral Potency
Hannah and Avolio's concept of moral potency describes a leader's psychological readiness to act ethically in challenging situations. This framework consists of three interconnected components. The first is moral ownership, a leader’s personal feeling of responsibility for addressing ethical issues. Instead of deferring to others, they take proactive initiative. The second is moral efficacy, which is the leader's confidence in their ability to act ethically and positively influence others. It's the belief that their moral actions will be effective in overcoming obstacles. The third and final component is moral courage, the bravery to hold fast to one's moral convictions despite significant opposition or risk.
3.Characteristics of Servant Leadership
Servant leadership is a philosophy where the leader's primary goal is to serve their followers, prioritizing their well-being and growth. This approach is defined by ten core characteristics. Servant leaders excel at listening, actively seeking to understand the needs and perspectives of their team. They lead with empathy, striving to genuinely understand and share the feelings of others. They are focused on healing, helping to resolve conflicts and support personal growth. A strong sense of awareness allows them to recognize and respond to the needs of their community. Instead of using authority, they rely on persuasion to build consensus. They are visionary, skilled in both conceptualization (thinking long-term) and foresight (anticipating future consequences). They view their role as one of stewardship, responsibly managing people and resources. They have a deep commitment to the growth of people, dedicating themselves to helping each individual reach their full potential. This dedication ultimately fosters a sense of community building, creating a supportive and collaborative culture.
2411011053
1. Critical Elements of Developing Ethical Leadership
•Self-awareness and integrity
•Role modeling and fairness
•Transparency and accountability
•Concern for all stakeholders
2. Moral Potency (Hannah & Avolio)
•Moral Ownership – responsibility for ethical issues
•Moral Courage – willingness to act despite risks
•Moral Efficacy – confidence in handling ethical challenges
3.Ten Characteristics of Servant Leaders
•Listening
•Empathy
•Healing
•Awareness
•Persuasion
•Conceptualization
•Foresight
•Stewardship
•Commitment to people’s growth
•Building community
1. Critical Elements of Developing Ethical Leadership
•Self-awareness and integrity
•Role modeling and fairness
•Transparency and accountability
•Concern for all stakeholders
2. Moral Potency (Hannah & Avolio)
•Moral Ownership – responsibility for ethical issues
•Moral Courage – willingness to act despite risks
•Moral Efficacy – confidence in handling ethical challenges
3.Ten Characteristics of Servant Leaders
•Listening
•Empathy
•Healing
•Awareness
•Persuasion
•Conceptualization
•Foresight
•Stewardship
•Commitment to people’s growth
•Building community
2411011054
1. Critical elements include having a strong sense of one's own values and morals, consistently modeling those values to build credibility, and creating a culture of transparency. Furthermore, it involves employing a fair and principled decision-making process that considers the impact on all stakeholders, not just the immediate or financial outcomes.
2. Hannah and Avolio's concept of moral potency as the critical bridge between a leader's good intentions and their ability to take actual ethical action, especially under pressure. Its three components are: moral courage (the bravery to act ethically despite risks or adversity), moral ownership (accepting personal accountability for the ethical consequences of one's actions and the actions of one's team), and moral efficacy (the belief in one's own capability to mobilize the resources and motivation to execute the moral course of action).
3.Listening: Servant leaders prioritize actively and receptively listening to their team members to identify and clarify their needs and desires, valuing their input above their own voice.
Empathy: They strive to understand and empathize with others, accepting people for who they are and recognizing their unique perspectives and circumstances without judgment.
Healing: A key focus is on the emotional health and well-being of people, demonstrating a commitment to helping mend broken relationships and personal struggles within the team.
Awareness: This involves a deep sense of self-awareness, as well as general awareness of their environment, allowing them to understand issues involving ethics, power, and values more clearly.
Persuasion: Rather than relying on formal, coercive authority, servant leaders primarily use persuasion to build consensus and convince others, rather than force compliance.
Conceptualization: They think beyond day-to-day realities to dream big and nurture their ability to envision a greater future purpose or long-term goals for the organization.
Foresight: This is the intuitive ability to understand the lessons from the past, the realities of the present, and the likely consequence of a decision for the future.
Stewardship: Servant leaders hold something in trust for others, emphasizing their responsibility to manage the organization for the good of all those it serves, not just the owners.
Commitment to the Growth of People: They are deeply committed to the personal and professional growth and development of every individual within their organization.
Building Community: They actively work to build a strong sense of community and shared purpose among those working within a given institution, countering the isolation of modern society.
1. Critical elements include having a strong sense of one's own values and morals, consistently modeling those values to build credibility, and creating a culture of transparency. Furthermore, it involves employing a fair and principled decision-making process that considers the impact on all stakeholders, not just the immediate or financial outcomes.
2. Hannah and Avolio's concept of moral potency as the critical bridge between a leader's good intentions and their ability to take actual ethical action, especially under pressure. Its three components are: moral courage (the bravery to act ethically despite risks or adversity), moral ownership (accepting personal accountability for the ethical consequences of one's actions and the actions of one's team), and moral efficacy (the belief in one's own capability to mobilize the resources and motivation to execute the moral course of action).
3.Listening: Servant leaders prioritize actively and receptively listening to their team members to identify and clarify their needs and desires, valuing their input above their own voice.
Empathy: They strive to understand and empathize with others, accepting people for who they are and recognizing their unique perspectives and circumstances without judgment.
Healing: A key focus is on the emotional health and well-being of people, demonstrating a commitment to helping mend broken relationships and personal struggles within the team.
Awareness: This involves a deep sense of self-awareness, as well as general awareness of their environment, allowing them to understand issues involving ethics, power, and values more clearly.
Persuasion: Rather than relying on formal, coercive authority, servant leaders primarily use persuasion to build consensus and convince others, rather than force compliance.
Conceptualization: They think beyond day-to-day realities to dream big and nurture their ability to envision a greater future purpose or long-term goals for the organization.
Foresight: This is the intuitive ability to understand the lessons from the past, the realities of the present, and the likely consequence of a decision for the future.
Stewardship: Servant leaders hold something in trust for others, emphasizing their responsibility to manage the organization for the good of all those it serves, not just the owners.
Commitment to the Growth of People: They are deeply committed to the personal and professional growth and development of every individual within their organization.
Building Community: They actively work to build a strong sense of community and shared purpose among those working within a given institution, countering the isolation of modern society.
Nadiyah Putri Mailika
2491011012
1. The construction of ethical leadership is a multifaceted process based on diverse critical and interdependent variables, beginning with the leader's establishment of a firm foundation of fundamental personal values—e.g., fairness, honesty, integrity—which act as an internal guide to inform their priorities and decisions, especially in handling complex value dilemmas like profit versus social responsibility. This moral north star must be supplemented by highly developed moral reasoning skills, whereby the leader can analyze, judge, and decide on difficult ethics issues that have a tendency to arise not in an easy right-versus-wrong sort of case but in a difficult dilemma with two "right" possibilities, such as justice and efficiency. Yet to know what is right is insufficient without the psychological capacity to act, for which moral potency provides—a combination of the perception of responsibility for ethical outcome (moral ownership), the audacity to defend precepts against pressure (moral courage), and the belief in one's ability to do the right act (moral efficacy). Finally, these internal considerations must be communicated outward in the form of sustained action because ethical leaders must lead by example, casting the "tone at the top" that sets organizational credibility and trustworthiness as well as earnestly working to institutionalize ethics by building a supportive climate with transparent conduct codes, protected reporting channels, and reward systems that reward ethical choices equally with profit results.
2. Hannah and Avolio proposed moral potency, something that has gained increasing attention, as the psychological process that answers the critical link between the ethical awareness of a leader and his or her real conduct, and it is the primary force that allows them to translate moral judgment into heroic behavior, particularly in risky or challenging situations where the cost of doing the right thing is expensive. This strong force is comprised of three distinct yet synergistic components: first, moral ownership, or the strong sense of personal responsibility and accountability a leader feels to the ethical environment and outcomes within their purview, driving them to take personal interest in ethical issues as if they were their own; second, moral courage, which provides the brave strength, resilience, and courage required to push through fear, pressure, and potential retaliation in order to stand for ethical principles and make difficult decisions, even when it works against their own interests or security; and third, moral efficacy, or the leader's strong belief in their own capability and abilities to effectively navigate the intricacies of an ethical challenge, mobilize resources, and effect an effective plan of action that will lead to a moral outcome, thus ensuring responsibility and courage are supplemented with the competence required to succeed.
3. Servant leadership is characterized by a lasting commitment to serving others first, and this ethos is put into ten basic qualities that distinguish its practice: listening carefully and compassionately to find the will and needs of the group; showing genuine empathy by embracing and accepting people for their unique spirits; pursuing healing of others through reconciliation and conflict resolution to make individuals and teams whole; being a sensitive awareness of oneself, one's values, and the environment around one, including the moral implications of decisions; depending first and foremost on persuasion and not on coercive authority to reach consensus and persuade others; applying conceptualization to think beyond short-term considerations and imagine higher possibilities for the future; applying foresight to sense the lessons of the past and to see the future consequences of current actions; practicing stewardship by holding the organization in trust for the common good of society and acting as a caretaker and not as an owner; showing an unwavering commitment to the personal, professional, and emotional growth of every individual; and finally, patiently creating a robust, supportive sense of community within the organization to replace institutional alienation with belongingness and shared purpose and build an environment in which people feel valued and empowered to become all they are capable of being.
2491011012
1. The construction of ethical leadership is a multifaceted process based on diverse critical and interdependent variables, beginning with the leader's establishment of a firm foundation of fundamental personal values—e.g., fairness, honesty, integrity—which act as an internal guide to inform their priorities and decisions, especially in handling complex value dilemmas like profit versus social responsibility. This moral north star must be supplemented by highly developed moral reasoning skills, whereby the leader can analyze, judge, and decide on difficult ethics issues that have a tendency to arise not in an easy right-versus-wrong sort of case but in a difficult dilemma with two "right" possibilities, such as justice and efficiency. Yet to know what is right is insufficient without the psychological capacity to act, for which moral potency provides—a combination of the perception of responsibility for ethical outcome (moral ownership), the audacity to defend precepts against pressure (moral courage), and the belief in one's ability to do the right act (moral efficacy). Finally, these internal considerations must be communicated outward in the form of sustained action because ethical leaders must lead by example, casting the "tone at the top" that sets organizational credibility and trustworthiness as well as earnestly working to institutionalize ethics by building a supportive climate with transparent conduct codes, protected reporting channels, and reward systems that reward ethical choices equally with profit results.
2. Hannah and Avolio proposed moral potency, something that has gained increasing attention, as the psychological process that answers the critical link between the ethical awareness of a leader and his or her real conduct, and it is the primary force that allows them to translate moral judgment into heroic behavior, particularly in risky or challenging situations where the cost of doing the right thing is expensive. This strong force is comprised of three distinct yet synergistic components: first, moral ownership, or the strong sense of personal responsibility and accountability a leader feels to the ethical environment and outcomes within their purview, driving them to take personal interest in ethical issues as if they were their own; second, moral courage, which provides the brave strength, resilience, and courage required to push through fear, pressure, and potential retaliation in order to stand for ethical principles and make difficult decisions, even when it works against their own interests or security; and third, moral efficacy, or the leader's strong belief in their own capability and abilities to effectively navigate the intricacies of an ethical challenge, mobilize resources, and effect an effective plan of action that will lead to a moral outcome, thus ensuring responsibility and courage are supplemented with the competence required to succeed.
3. Servant leadership is characterized by a lasting commitment to serving others first, and this ethos is put into ten basic qualities that distinguish its practice: listening carefully and compassionately to find the will and needs of the group; showing genuine empathy by embracing and accepting people for their unique spirits; pursuing healing of others through reconciliation and conflict resolution to make individuals and teams whole; being a sensitive awareness of oneself, one's values, and the environment around one, including the moral implications of decisions; depending first and foremost on persuasion and not on coercive authority to reach consensus and persuade others; applying conceptualization to think beyond short-term considerations and imagine higher possibilities for the future; applying foresight to sense the lessons of the past and to see the future consequences of current actions; practicing stewardship by holding the organization in trust for the common good of society and acting as a caretaker and not as an owner; showing an unwavering commitment to the personal, professional, and emotional growth of every individual; and finally, patiently creating a robust, supportive sense of community within the organization to replace institutional alienation with belongingness and shared purpose and build an environment in which people feel valued and empowered to become all they are capable of being.
Dicka Ajie Pranata
2411011148
1. What Are Critical Elements of Developing Ethical Leadership?
Developing ethical leadership requires more than just knowledge of business practices; it demands a deep commitment to integrity, fairness, and accountability. Ethical leadership begins with strong personal values. Leaders must know what they stand for and remain consistent in their actions so that employees can trust their guidance. A leader’s behavior acts as a role model for others, which means that demonstrating honesty, fairness, and transparency in everyday decisions is crucial.
Another critical element is ethical decision-making. Leaders frequently encounter situations where profits or convenience may conflict with what is morally right. Ethical leaders are expected to balance these pressures by making choices that are fair and socially responsible. Accountability also plays a major role. Leaders must take responsibility for both their successes and mistakes, showing humility and building credibility with their followers. Transparency in communication ensures that employees and stakeholders are informed, which further enhances trust.
Lastly, ethical leadership is about more than personal behavior—it is also about shaping organizational culture. Leaders need to establish policies, codes of conduct, and reward systems that encourage everyone in the organization to act ethically. By doing so, they create an environment where integrity is valued and upheld at all levels.
2. Led Hannah and Avolio to recommend greater attention be paid to a concept they call moral potency. It has three main components. Explain about that!
Hannah and Avolio introduced the concept of moral potency to explain why some leaders are able to consistently act ethically even in difficult situations. They argued that moral potency is an important foundation of ethical leadership and is made up of three main components: moral ownership, moral courage, and moral efficacy.
Moral ownership is the personal responsibility a leader feels for doing the right thing. Leaders who possess moral ownership do not ignore problems or leave them for others to solve; instead, they take initiative when they see wrongdoing and accept accountability for the outcomes. Moral courage is the willingness to act ethically even when there are risks involved. This means standing up against unethical practices even if it may cause personal harm, such as losing popularity or facing conflict with powerful figures. Without moral courage, leaders may recognize what is right but remain silent.
The third component, moral efficacy, refers to a leader’s confidence in their ability to successfully deal with ethical challenges. Leaders with high moral efficacy believe they can make a difference, which motivates them to act even when situations are complex. Together, these three components—ownership, courage, and efficacy—strengthen a leader’s ability to turn ethical awareness into ethical action.
3. Explain about Ten characteristics are often associated with servant leaders.
Servant leadership is a philosophy that focuses on serving others first rather than pursuing personal power or authority. Robert Greenleaf first introduced this idea, and later Larry Spears identified ten characteristics that are often associated with servant leaders. These traits explain how servant leaders guide their followers by focusing on their needs, growth, and well-being.
The first is listening, which highlights the importance of paying attention to others before speaking or making decisions. Second, empathy allows servant leaders to connect with people’s feelings and experiences. Third, healing reflects the leader’s ability to help others recover from personal or professional struggles. Awareness is another essential trait, as it enables leaders to understand themselves, others, and the environment around them. Persuasion is also important, as servant leaders influence others through trust and reasoning rather than force.
Conceptualization and foresight are two more traits that show a servant leader’s ability to think long-term and prepare for the future. Stewardship emphasizes responsibility for resources and people, treating leadership as a duty of care rather than control. A strong commitment to the growth of people is another hallmark, as servant leaders support both personal and professional development of their followers. Finally, building community is central to servant leadership because it creates a sense of belonging, collaboration, and unity within the organization.
Altogether, these ten characteristics show how servant leaders prioritize the needs of others, which strengthens trust, loyalty, and long-term success in organizations.
2411011148
1. What Are Critical Elements of Developing Ethical Leadership?
Developing ethical leadership requires more than just knowledge of business practices; it demands a deep commitment to integrity, fairness, and accountability. Ethical leadership begins with strong personal values. Leaders must know what they stand for and remain consistent in their actions so that employees can trust their guidance. A leader’s behavior acts as a role model for others, which means that demonstrating honesty, fairness, and transparency in everyday decisions is crucial.
Another critical element is ethical decision-making. Leaders frequently encounter situations where profits or convenience may conflict with what is morally right. Ethical leaders are expected to balance these pressures by making choices that are fair and socially responsible. Accountability also plays a major role. Leaders must take responsibility for both their successes and mistakes, showing humility and building credibility with their followers. Transparency in communication ensures that employees and stakeholders are informed, which further enhances trust.
Lastly, ethical leadership is about more than personal behavior—it is also about shaping organizational culture. Leaders need to establish policies, codes of conduct, and reward systems that encourage everyone in the organization to act ethically. By doing so, they create an environment where integrity is valued and upheld at all levels.
2. Led Hannah and Avolio to recommend greater attention be paid to a concept they call moral potency. It has three main components. Explain about that!
Hannah and Avolio introduced the concept of moral potency to explain why some leaders are able to consistently act ethically even in difficult situations. They argued that moral potency is an important foundation of ethical leadership and is made up of three main components: moral ownership, moral courage, and moral efficacy.
Moral ownership is the personal responsibility a leader feels for doing the right thing. Leaders who possess moral ownership do not ignore problems or leave them for others to solve; instead, they take initiative when they see wrongdoing and accept accountability for the outcomes. Moral courage is the willingness to act ethically even when there are risks involved. This means standing up against unethical practices even if it may cause personal harm, such as losing popularity or facing conflict with powerful figures. Without moral courage, leaders may recognize what is right but remain silent.
The third component, moral efficacy, refers to a leader’s confidence in their ability to successfully deal with ethical challenges. Leaders with high moral efficacy believe they can make a difference, which motivates them to act even when situations are complex. Together, these three components—ownership, courage, and efficacy—strengthen a leader’s ability to turn ethical awareness into ethical action.
3. Explain about Ten characteristics are often associated with servant leaders.
Servant leadership is a philosophy that focuses on serving others first rather than pursuing personal power or authority. Robert Greenleaf first introduced this idea, and later Larry Spears identified ten characteristics that are often associated with servant leaders. These traits explain how servant leaders guide their followers by focusing on their needs, growth, and well-being.
The first is listening, which highlights the importance of paying attention to others before speaking or making decisions. Second, empathy allows servant leaders to connect with people’s feelings and experiences. Third, healing reflects the leader’s ability to help others recover from personal or professional struggles. Awareness is another essential trait, as it enables leaders to understand themselves, others, and the environment around them. Persuasion is also important, as servant leaders influence others through trust and reasoning rather than force.
Conceptualization and foresight are two more traits that show a servant leader’s ability to think long-term and prepare for the future. Stewardship emphasizes responsibility for resources and people, treating leadership as a duty of care rather than control. A strong commitment to the growth of people is another hallmark, as servant leaders support both personal and professional development of their followers. Finally, building community is central to servant leadership because it creates a sense of belonging, collaboration, and unity within the organization.
Altogether, these ten characteristics show how servant leaders prioritize the needs of others, which strengthens trust, loyalty, and long-term success in organizations.
NPM: 2451011032
1. Critical Elements of Developing Ethical Leadership
In my perspective, the critical elements of developing ethical leadership include integrity, honesty, fairness, accountability, and respect for others. I believe that integrity is the foundation because it ensures that I act consistently with moral values. Honesty and transparency are also very important since they help me build trust and credibility with others. At the same time, I see fairness as essential because every person deserves to be treated equally without favoritism. Accountability is another element that matters to me because I must be willing to take responsibility for my decisions and their consequences. Finally, empathy and respect guide me to understand how my actions affect others, which helps me become a more ethical and trustworthy leader.
2. Moral Potency (Hannah & Avolio)
I find Hannah and Avolio’s idea of moral potency very meaningful in understanding ethical leadership. For me, moral potency is about the strength and determination to do what is right, especially in difficult situations. It has three main components. The first is moral ownership, which I interpret as my personal responsibility to ensure that ethical behavior is carried out in my leadership. The second is moral courage, which means I need to be brave enough to stand up for what I know is right, even when it is unpopular or comes with risks. The third is moral efficacy, which I see as my confidence in my ability to successfully act on my moral values. When I reflect on these three, I realize that ethical leadership is not just about knowing what is right but also having the will and confidence to act on it.
3. Ten Characteristics of Servant Leaders
From my point of view, servant leadership is a style that really emphasizes putting others first, and it is described through ten important characteristics. I believe listening and empathy are the foundation, because I need to understand my team’s thoughts and feelings before making decisions. Healing and awareness remind me to care about people’s well-being and to stay mindful of myself and the environment around me. Persuasion is another quality I value, since I prefer to guide and influence others through trust rather than authority. At the same time, conceptualization and foresight encourage me to think beyond the present and prepare for the future. I also see stewardship as a responsibility to take care of the organization and its resources. Commitment to the growth of people is very important to me, because I want to help others grow and reach their potential. Lastly, I view building community as essential, since creating a sense of belonging strengthens both individuals and the team as a whole.
1. Critical Elements of Developing Ethical Leadership
In my perspective, the critical elements of developing ethical leadership include integrity, honesty, fairness, accountability, and respect for others. I believe that integrity is the foundation because it ensures that I act consistently with moral values. Honesty and transparency are also very important since they help me build trust and credibility with others. At the same time, I see fairness as essential because every person deserves to be treated equally without favoritism. Accountability is another element that matters to me because I must be willing to take responsibility for my decisions and their consequences. Finally, empathy and respect guide me to understand how my actions affect others, which helps me become a more ethical and trustworthy leader.
2. Moral Potency (Hannah & Avolio)
I find Hannah and Avolio’s idea of moral potency very meaningful in understanding ethical leadership. For me, moral potency is about the strength and determination to do what is right, especially in difficult situations. It has three main components. The first is moral ownership, which I interpret as my personal responsibility to ensure that ethical behavior is carried out in my leadership. The second is moral courage, which means I need to be brave enough to stand up for what I know is right, even when it is unpopular or comes with risks. The third is moral efficacy, which I see as my confidence in my ability to successfully act on my moral values. When I reflect on these three, I realize that ethical leadership is not just about knowing what is right but also having the will and confidence to act on it.
3. Ten Characteristics of Servant Leaders
From my point of view, servant leadership is a style that really emphasizes putting others first, and it is described through ten important characteristics. I believe listening and empathy are the foundation, because I need to understand my team’s thoughts and feelings before making decisions. Healing and awareness remind me to care about people’s well-being and to stay mindful of myself and the environment around me. Persuasion is another quality I value, since I prefer to guide and influence others through trust rather than authority. At the same time, conceptualization and foresight encourage me to think beyond the present and prepare for the future. I also see stewardship as a responsibility to take care of the organization and its resources. Commitment to the growth of people is very important to me, because I want to help others grow and reach their potential. Lastly, I view building community as essential, since creating a sense of belonging strengthens both individuals and the team as a whole.
Chelsian Adyatama
2411011092
1. Developing ethical leadership involves a combination of core principles that guide leaders in making morally sound decisions. Integrity is central, requiring leaders to act with honesty and fairness even when it's difficult. Transparency builds trust, as leaders must be open about their actions and motivations. Accountability is equally important, where leaders own their decisions and their consequences. An ethical leader also demonstrates empathy, showing concern for the well-being of others, and ensures fairness in all actions, treating people equitably and justly. They are committed to the growth and development of their teams, fostering environments where individuals can thrive. Respect for others, regardless of their position or background, is essential, creating an inclusive atmosphere. Ethical leaders must also possess the courage to make tough decisions, even when they face opposition or risk. They provide vision and purpose, motivating others to align with ethical goals. Consistency in values and actions ensures that a leader’s behavior reflects the standards they expect of others, creating a foundation of trust.
2. Moral potency, as outlined by Hannah and Avolio, is a concept that highlights the strength and capability of a leader to act ethically in challenging situations. It consists of three interconnected components. First, moral ownership refers to the leader’s deep sense of personal responsibility for ensuring ethical behavior and outcomes, which drives them to uphold high moral standards. Second, moral efficacy is the belief in one's ability to influence and drive ethical change, even when faced with difficult circumstances. Leaders with high moral efficacy feel confident in their capacity to take action and make a meaningful difference. Finally, moral courage is the inner strength to confront ethical dilemmas head-on, even when there are personal or professional risks involved. Together, these components empower leaders to navigate complex moral challenges with conviction, inspiring others to follow their example.
3. Servant leadership is characterized by a deep commitment to serving others rather than seeking personal power. The essence of servant leadership lies in active listening, where leaders pay close attention to the needs and concerns of others, creating open channels of communication. Empathy plays a key role, as servant leaders seek to understand and share in the emotions of their followers, demonstrating compassion. They also focus on healing, recognizing that individuals may face emotional or psychological struggles and offering support to help them heal and grow. Awareness is another important trait, as these leaders are attuned to both their own actions and the needs of those around them. Persuasion, not authority, is how servant leaders guide others, inspiring action through influence rather than control. They also focus on conceptualization, thinking beyond immediate tasks to create a vision for the future, and their foresight helps them anticipate challenges before they arise. Stewardship comes into play when leaders take responsibility for resources and ensure that both the organization and its people thrive. A deep commitment to the personal growth of others is evident in their dedication to nurturing the development of those they lead. Finally, building a sense of community within the organization, fostering collaboration, and strengthening relationships are central to servant leadership, as leaders aim to create a cohesive, supportive environment for everyone.
2411011092
1. Developing ethical leadership involves a combination of core principles that guide leaders in making morally sound decisions. Integrity is central, requiring leaders to act with honesty and fairness even when it's difficult. Transparency builds trust, as leaders must be open about their actions and motivations. Accountability is equally important, where leaders own their decisions and their consequences. An ethical leader also demonstrates empathy, showing concern for the well-being of others, and ensures fairness in all actions, treating people equitably and justly. They are committed to the growth and development of their teams, fostering environments where individuals can thrive. Respect for others, regardless of their position or background, is essential, creating an inclusive atmosphere. Ethical leaders must also possess the courage to make tough decisions, even when they face opposition or risk. They provide vision and purpose, motivating others to align with ethical goals. Consistency in values and actions ensures that a leader’s behavior reflects the standards they expect of others, creating a foundation of trust.
2. Moral potency, as outlined by Hannah and Avolio, is a concept that highlights the strength and capability of a leader to act ethically in challenging situations. It consists of three interconnected components. First, moral ownership refers to the leader’s deep sense of personal responsibility for ensuring ethical behavior and outcomes, which drives them to uphold high moral standards. Second, moral efficacy is the belief in one's ability to influence and drive ethical change, even when faced with difficult circumstances. Leaders with high moral efficacy feel confident in their capacity to take action and make a meaningful difference. Finally, moral courage is the inner strength to confront ethical dilemmas head-on, even when there are personal or professional risks involved. Together, these components empower leaders to navigate complex moral challenges with conviction, inspiring others to follow their example.
3. Servant leadership is characterized by a deep commitment to serving others rather than seeking personal power. The essence of servant leadership lies in active listening, where leaders pay close attention to the needs and concerns of others, creating open channels of communication. Empathy plays a key role, as servant leaders seek to understand and share in the emotions of their followers, demonstrating compassion. They also focus on healing, recognizing that individuals may face emotional or psychological struggles and offering support to help them heal and grow. Awareness is another important trait, as these leaders are attuned to both their own actions and the needs of those around them. Persuasion, not authority, is how servant leaders guide others, inspiring action through influence rather than control. They also focus on conceptualization, thinking beyond immediate tasks to create a vision for the future, and their foresight helps them anticipate challenges before they arise. Stewardship comes into play when leaders take responsibility for resources and ensure that both the organization and its people thrive. A deep commitment to the personal growth of others is evident in their dedication to nurturing the development of those they lead. Finally, building a sense of community within the organization, fostering collaboration, and strengthening relationships are central to servant leadership, as leaders aim to create a cohesive, supportive environment for everyone.
Willfred ismanto
npm : 2411011147
1. Critical elements of developing ethical leadership (short)
Self-awareness — know your values, biases, and how your actions affect others.
Moral reasoning — practice thinking through ethical dilemmas and consequences.
Role modeling — act consistently with ethical standards so others can follow.
Accountability & transparency — welcome scrutiny, explain decisions, and accept responsibility.
Courage to act — speak up and make tough, values-consistent choices under pressure.
Ethical culture & systems — build policies, incentives, and training that support ethical behavior.
2. Moral potency (Hannah & Avolio) — three components (short)
Moral ownership — feeling personally responsible for doing the right thing (not leaving ethics to others).
Moral efficacy — believing you can successfully take ethical action (confidence in your ability to do so).
Moral courage — willingness to face risks (social, reputational, career) to act ethically.
3. Ten characteristics often associated with servant leaders (short)
1. Listening — actively hear people’s needs.
2. Empathy — understand others’ feelings and perspectives.
3. Healing — help people recover and grow from hurt.
4. Awareness — self- and situation-awareness that guides wise choices.
5. Persuasion — influence through reason and example, not authority.
6. Conceptualization — balance day-to-day tasks with long-term vision.
7. Foresight — anticipate likely outcomes and consequences.
8. Stewardship — serve the organization’s and stakeholders’ best interests.
9. Commitment to growth — invest in people’s personal and professional development.
10. Building community — foster belonging and collaboration over competition.
npm : 2411011147
1. Critical elements of developing ethical leadership (short)
Self-awareness — know your values, biases, and how your actions affect others.
Moral reasoning — practice thinking through ethical dilemmas and consequences.
Role modeling — act consistently with ethical standards so others can follow.
Accountability & transparency — welcome scrutiny, explain decisions, and accept responsibility.
Courage to act — speak up and make tough, values-consistent choices under pressure.
Ethical culture & systems — build policies, incentives, and training that support ethical behavior.
2. Moral potency (Hannah & Avolio) — three components (short)
Moral ownership — feeling personally responsible for doing the right thing (not leaving ethics to others).
Moral efficacy — believing you can successfully take ethical action (confidence in your ability to do so).
Moral courage — willingness to face risks (social, reputational, career) to act ethically.
3. Ten characteristics often associated with servant leaders (short)
1. Listening — actively hear people’s needs.
2. Empathy — understand others’ feelings and perspectives.
3. Healing — help people recover and grow from hurt.
4. Awareness — self- and situation-awareness that guides wise choices.
5. Persuasion — influence through reason and example, not authority.
6. Conceptualization — balance day-to-day tasks with long-term vision.
7. Foresight — anticipate likely outcomes and consequences.
8. Stewardship — serve the organization’s and stakeholders’ best interests.
9. Commitment to growth — invest in people’s personal and professional development.
10. Building community — foster belonging and collaboration over competition.
Dwi Junia Fariz
2451011029
1.Developing ethical leadership requires focusing on core elements such as integrity, honesty, fairness, transparency, accountability, and respect. Leaders should also cultivate empathy, courage, and a commitment to making principled decisions that consider the well-being of their team and the wider community. Finally, ethical leaders must consistently lead by example, setting the tone for an ethical culture within their organization and integrating ethical principles into all policies and practices.
2.Hannah and Avolio's concept of moral potency is the psychological capacity to act on moral judgments, comprising three key components: moral ownership, moral efficacy, and moral courage. Moral ownership involves a sense of responsibility for the moral aspects of one's environment, while moral efficacy is the belief in one's ability to act ethically, and moral courage is the bravery to act despite threats or fears.
3.Servant leadership is often described through ten essential characteristics that distinguish it from other leadership approaches. These include listening and empathy, which enable leaders to understand and respond effectively to the needs of others, as well as healing, which emphasizes supporting individuals in overcoming personal and professional challenges. Servant leaders also demonstrate strong awareness of themselves and their environment, and they rely on persuasion rather than authority to influence others. In addition, they practice conceptualization and foresight, allowing them to envision long-term goals while anticipating potential challenges. Through stewardship, they take responsibility for managing people and resources with integrity. They are also committed to the growth of individuals, ensuring opportunities for development, and they prioritize building community, fostering collaboration and a sense of belonging within the organization.
2451011029
1.Developing ethical leadership requires focusing on core elements such as integrity, honesty, fairness, transparency, accountability, and respect. Leaders should also cultivate empathy, courage, and a commitment to making principled decisions that consider the well-being of their team and the wider community. Finally, ethical leaders must consistently lead by example, setting the tone for an ethical culture within their organization and integrating ethical principles into all policies and practices.
2.Hannah and Avolio's concept of moral potency is the psychological capacity to act on moral judgments, comprising three key components: moral ownership, moral efficacy, and moral courage. Moral ownership involves a sense of responsibility for the moral aspects of one's environment, while moral efficacy is the belief in one's ability to act ethically, and moral courage is the bravery to act despite threats or fears.
3.Servant leadership is often described through ten essential characteristics that distinguish it from other leadership approaches. These include listening and empathy, which enable leaders to understand and respond effectively to the needs of others, as well as healing, which emphasizes supporting individuals in overcoming personal and professional challenges. Servant leaders also demonstrate strong awareness of themselves and their environment, and they rely on persuasion rather than authority to influence others. In addition, they practice conceptualization and foresight, allowing them to envision long-term goals while anticipating potential challenges. Through stewardship, they take responsibility for managing people and resources with integrity. They are also committed to the growth of individuals, ensuring opportunities for development, and they prioritize building community, fostering collaboration and a sense of belonging within the organization.
Fazira Ulima Tsany
2411011128
1. The development of ethical leadership requires a deliberate integration of moral principles into the exercise of authority and influence. Among the most critical elements are self-awareness, integrity, and fairness. Ethical leaders must demonstrate consistency between values and actions, thereby earning the trust of followers. They must also practice accountability, ensuring that decisions reflect not only organizational goals but also the welfare of stakeholders. Transparency in communication, respect for diversity, and the courage to act rightly even under pressure further define ethical leadership. Ultimately, ethical leadership is cultivated through reflection, mentorship, and a commitment to moral responsibility in decision-making.
2. Hannah and Avolio emphasize the importance of moral potency as a driver of ethical action within leadership. Moral potency consists of three interrelated components:
Moral ownership: the recognition and acceptance of one’s duty to act upon ethical challenges, rather than deflecting responsibility to others.
Moral courage: the willingness to face risks, opposition, or personal loss in order to defend moral principles and uphold ethical standards.
Moral efficacy: the confidence in one’s ability to mobilize resources, skills, and influence to take ethical action effectively.
3. Servant leadership is defined by the prioritization of others’ needs and the development of followers. Ten characteristics are frequently associated with this style of leadership: listening, empathy, healing, awareness, persuasion, conceptualization, foresight, stewardship, commitment to the growth of people, and building community. A servant leader listens actively to understand others, empathizes with their circumstances, and aids in emotional or organizational healing. Such leaders maintain awareness of ethical implications, rely on persuasion rather than coercion, and cultivate long-term vision through conceptualization and foresight. They act as stewards of resources, show dedication to individual growth, and strengthen community bonds within and beyond the organization. These characteristics, when integrated, establish servant leadership as a model rooted in service, humility, and sustainable influence.
2411011128
1. The development of ethical leadership requires a deliberate integration of moral principles into the exercise of authority and influence. Among the most critical elements are self-awareness, integrity, and fairness. Ethical leaders must demonstrate consistency between values and actions, thereby earning the trust of followers. They must also practice accountability, ensuring that decisions reflect not only organizational goals but also the welfare of stakeholders. Transparency in communication, respect for diversity, and the courage to act rightly even under pressure further define ethical leadership. Ultimately, ethical leadership is cultivated through reflection, mentorship, and a commitment to moral responsibility in decision-making.
2. Hannah and Avolio emphasize the importance of moral potency as a driver of ethical action within leadership. Moral potency consists of three interrelated components:
Moral ownership: the recognition and acceptance of one’s duty to act upon ethical challenges, rather than deflecting responsibility to others.
Moral courage: the willingness to face risks, opposition, or personal loss in order to defend moral principles and uphold ethical standards.
Moral efficacy: the confidence in one’s ability to mobilize resources, skills, and influence to take ethical action effectively.
3. Servant leadership is defined by the prioritization of others’ needs and the development of followers. Ten characteristics are frequently associated with this style of leadership: listening, empathy, healing, awareness, persuasion, conceptualization, foresight, stewardship, commitment to the growth of people, and building community. A servant leader listens actively to understand others, empathizes with their circumstances, and aids in emotional or organizational healing. Such leaders maintain awareness of ethical implications, rely on persuasion rather than coercion, and cultivate long-term vision through conceptualization and foresight. They act as stewards of resources, show dedication to individual growth, and strengthen community bonds within and beyond the organization. These characteristics, when integrated, establish servant leadership as a model rooted in service, humility, and sustainable influence.
1. For my opinion, ethical leadership basically comes down to three things: being honest, being a good example, and making sure there are systems that keep people accountable. If a leader can’t show integrity in their actions, people won’t trust them. If they don’t set an example, followers won’t take ethics seriously. And without accountability like clear rules and fair consequences ethical talk just stays as theory. In economics, trust is like currency: once it’s gone, the cost of rebuilding it is really high.
2. Hannah and Avolio said that leaders need “moral potency,” which is kind of like the inner strength to actually do the right thing. It has three parts: first is moral ownership, meaning you feel personally responsible for acting ethically. Second is moral courage, which is about being brave enough to stand up for your values even if it’s risky. Third is moral efficacy, or having confidence that your actions can make a difference. I’d compare it to investing: you need to own your decision, have the courage to stick with it during tough times, and believe your strategy will pay off in the long run.
3. Ten Characteristics of Servant Leaders:
• Listening = really hearing people’s needs.
• Empathy = understanding others’ feelings.
• Healing = helping people grow after setbacks.
• Awareness = being mindful of self and environment.
• Persuasion = influencing without force.
• Conceptualization = seeing the bigger picture.
• Foresight = predicting consequences of actions.
• Stewardship = taking responsibility for resources.
• Commitment to growth of people = investing in others’ skills.
• Building community = creating collaboration and trust.
2. Hannah and Avolio said that leaders need “moral potency,” which is kind of like the inner strength to actually do the right thing. It has three parts: first is moral ownership, meaning you feel personally responsible for acting ethically. Second is moral courage, which is about being brave enough to stand up for your values even if it’s risky. Third is moral efficacy, or having confidence that your actions can make a difference. I’d compare it to investing: you need to own your decision, have the courage to stick with it during tough times, and believe your strategy will pay off in the long run.
3. Ten Characteristics of Servant Leaders:
• Listening = really hearing people’s needs.
• Empathy = understanding others’ feelings.
• Healing = helping people grow after setbacks.
• Awareness = being mindful of self and environment.
• Persuasion = influencing without force.
• Conceptualization = seeing the bigger picture.
• Foresight = predicting consequences of actions.
• Stewardship = taking responsibility for resources.
• Commitment to growth of people = investing in others’ skills.
• Building community = creating collaboration and trust.
Raynard Almer Fabrizio
(2411011070)
1. Ethical Leadership
Ethical leadership is grounded in core principles that guide leaders in making morally sound decisions. Integrity is central, as it requires leaders to act with honesty and fairness, even when it is difficult. Transparency builds trust, as leaders must be open about their actions and motivations. Accountability is equally important, where leaders own their decisions and their consequences. An ethical leader also demonstrates empathy, showing concern for the well-being of others, and ensures fairness in all actions, treating people equitably and justly. They are committed to the growth and development of their teams, fostering environments where individuals can thrive. Respect for others, regardless of their position or background, is essential, creating an inclusive atmosphere. Ethical leaders must also possess the courage to make tough decisions, even when they face opposition or risk. They provide vision and purpose, motivating others to align with ethical goals. Consistency in values and actions ensures that a leader’s behavior reflects the standards they expect of others, creating a foundation of trust.
2. Moral Potency
Moral potency is a concept that highlights the strength and capability of a leader to act ethically in challenging situations. It consists of three interconnected components. First, moral ownership refers to the leader’s deep sense of personal responsibility for ensuring ethical behavior and outcomes, which drives them to uphold high moral standards. Second, moral efficacy is the belief in one's ability to influence and drive ethical change, even when faced with difficult circumstances. Leaders with high moral efficacy feel confident in their capacity to take action and make a meaningful difference. Finally, moral courage is the inner strength to confront ethical dilemmas head-on, even when there are personal or professional risks involved. Together, these components empower leaders to navigate complex moral challenges with conviction, inspiring others to follow their example.
3. Servant Leadership
Servant leadership is characterized by a deep commitment to serving others rather than seeking personal power. The essence of servant leadership lies in active listening, where leaders pay close attention to the needs and concerns of others, creating open channels of communication. Empathy plays a key role, as servant leaders seek to understand and share in the emotions of their followers, demonstrating compassion. They also focus on healing, recognizing that individuals may face emotional or psychological struggles and offering support to help them heal and grow. Awareness is another important trait, as these leaders are attuned to both their own actions and the needs of those around them. Persuasion, not authority, is how servant leaders guide others, inspiring action through influence rather than control. They also focus on conceptualization, thinking beyond immediate tasks to create a vision for the future, and their foresight helps them anticipate challenges before they arise. Stewardship comes into play when leaders take responsibility for resources and ensure that both the organization and its people thrive. A deep commitment to the personal growth of others is evident in their dedication to nurturing the development of those they lead. Finally, building a sense of community within the organization, fostering collaboration, and strengthening relationships are central to servant leadership, as leaders aim to create a cohesive, supportive environment for everyone.
(2411011070)
1. Ethical Leadership
Ethical leadership is grounded in core principles that guide leaders in making morally sound decisions. Integrity is central, as it requires leaders to act with honesty and fairness, even when it is difficult. Transparency builds trust, as leaders must be open about their actions and motivations. Accountability is equally important, where leaders own their decisions and their consequences. An ethical leader also demonstrates empathy, showing concern for the well-being of others, and ensures fairness in all actions, treating people equitably and justly. They are committed to the growth and development of their teams, fostering environments where individuals can thrive. Respect for others, regardless of their position or background, is essential, creating an inclusive atmosphere. Ethical leaders must also possess the courage to make tough decisions, even when they face opposition or risk. They provide vision and purpose, motivating others to align with ethical goals. Consistency in values and actions ensures that a leader’s behavior reflects the standards they expect of others, creating a foundation of trust.
2. Moral Potency
Moral potency is a concept that highlights the strength and capability of a leader to act ethically in challenging situations. It consists of three interconnected components. First, moral ownership refers to the leader’s deep sense of personal responsibility for ensuring ethical behavior and outcomes, which drives them to uphold high moral standards. Second, moral efficacy is the belief in one's ability to influence and drive ethical change, even when faced with difficult circumstances. Leaders with high moral efficacy feel confident in their capacity to take action and make a meaningful difference. Finally, moral courage is the inner strength to confront ethical dilemmas head-on, even when there are personal or professional risks involved. Together, these components empower leaders to navigate complex moral challenges with conviction, inspiring others to follow their example.
3. Servant Leadership
Servant leadership is characterized by a deep commitment to serving others rather than seeking personal power. The essence of servant leadership lies in active listening, where leaders pay close attention to the needs and concerns of others, creating open channels of communication. Empathy plays a key role, as servant leaders seek to understand and share in the emotions of their followers, demonstrating compassion. They also focus on healing, recognizing that individuals may face emotional or psychological struggles and offering support to help them heal and grow. Awareness is another important trait, as these leaders are attuned to both their own actions and the needs of those around them. Persuasion, not authority, is how servant leaders guide others, inspiring action through influence rather than control. They also focus on conceptualization, thinking beyond immediate tasks to create a vision for the future, and their foresight helps them anticipate challenges before they arise. Stewardship comes into play when leaders take responsibility for resources and ensure that both the organization and its people thrive. A deep commitment to the personal growth of others is evident in their dedication to nurturing the development of those they lead. Finally, building a sense of community within the organization, fostering collaboration, and strengthening relationships are central to servant leadership, as leaders aim to create a cohesive, supportive environment for everyone.
Hawila Sentanu Satyagraha
2451011035
1. Developing ethical leadership requires a strong commitment to integrity, fairness, and accountability. Ethical leaders act consistently with their values, keep promises, and model the behaviors they expect from others. They set clear ethical standards, make decisions based on fairness and justice, and treat people with respect and dignity. Transparency and openness are essential, as ethical leaders communicate honestly and encourage dialogue while holding themselves and others accountable.
2. Hannah and Avolio’s concept of moral potency explains a leader’s capacity to turn ethical awareness into action. It consists of three components: moral ownership, the sense of personal responsibility for ethical outcomes; moral courage, the willingness to stand up for what is right despite risks; and moral efficacy, the confidence in one’s ability to act effectively on moral principles.
3. Listening
Actively hearing others’ ideas, concerns, and needs before responding.
Empathy
Understanding and sharing the feelings of others, showing care and compassion.
Healing
Supporting the emotional well-being of others and helping restore trust or resolve conflicts.
Awareness
Being self-aware and attentive to what is happening within the organization and environment.
Persuasion
Influencing others through reasoning and relationship rather than authority or coercion.
Conceptualization
Thinking beyond day-to-day tasks, seeing the bigger picture, and envisioning long-term possibilities.
Foresight
Anticipating consequences of decisions and learning from past experiences to guide the future.
Stewardship
Taking responsibility for resources, people, and organizational goals with a sense of trust and accountability.
Commitment to the Growth of People
Investing in the personal and professional development of team members.
Building Community
Creating a sense of belonging and unity within the organization and beyond.
2451011035
1. Developing ethical leadership requires a strong commitment to integrity, fairness, and accountability. Ethical leaders act consistently with their values, keep promises, and model the behaviors they expect from others. They set clear ethical standards, make decisions based on fairness and justice, and treat people with respect and dignity. Transparency and openness are essential, as ethical leaders communicate honestly and encourage dialogue while holding themselves and others accountable.
2. Hannah and Avolio’s concept of moral potency explains a leader’s capacity to turn ethical awareness into action. It consists of three components: moral ownership, the sense of personal responsibility for ethical outcomes; moral courage, the willingness to stand up for what is right despite risks; and moral efficacy, the confidence in one’s ability to act effectively on moral principles.
3. Listening
Actively hearing others’ ideas, concerns, and needs before responding.
Empathy
Understanding and sharing the feelings of others, showing care and compassion.
Healing
Supporting the emotional well-being of others and helping restore trust or resolve conflicts.
Awareness
Being self-aware and attentive to what is happening within the organization and environment.
Persuasion
Influencing others through reasoning and relationship rather than authority or coercion.
Conceptualization
Thinking beyond day-to-day tasks, seeing the bigger picture, and envisioning long-term possibilities.
Foresight
Anticipating consequences of decisions and learning from past experiences to guide the future.
Stewardship
Taking responsibility for resources, people, and organizational goals with a sense of trust and accountability.
Commitment to the Growth of People
Investing in the personal and professional development of team members.
Building Community
Creating a sense of belonging and unity within the organization and beyond.
2411011106
1. Developing ethical leadership means shaping leaders who consistently make fair, honest, and responsible decisions. A strong foundation of personal values and integrity is essential because leaders must clearly understand their principles and act according to them in every situation. They should also model ethical behavior since people pay closer attention to what leaders do than to what they say. Fairness and justice are also critical, as leaders need to treat everyone with respect and make decisions without favoritism or bias. Accountability and transparency play an important role as well, because leaders must take responsibility for their actions and openly communicate their reasoning. Finally, building a culture where ethics are valued and people feel safe to raise concerns helps ensure that doing the right thing becomes a natural part of everyday work.
Ethical leadership is not only about following rules but about inspiring trust and loyalty. When leaders act with integrity and fairness, they create stronger relationships with their teams and stakeholders. This trust encourages others to also behave ethically, which improves the overall culture and performance of the organization. In the long term, ethical leadership strengthens reputation, reduces conflicts, and supports sustainable success. leadership is not only about following rules but about inspiring trust and loyalty. When leaders act with integrity and fairness, they create stronger relationships with their teams and stakeholders. This trust encourages others to also behave ethically, which improves the overall culture and performance of the organization. In the long term, ethical leadership strengthens reputation, reduces conflicts, and supports sustainable success.
2. Hannah and Avolio explained moral potency as the inner strength that helps leaders act ethically even when the situation is difficult or risky. It is not just about knowing what is right but having the determination and confidence to follow through. Moral potency has three main components that work together to guide a leader’s behavior.
- Moral ownership =is the sense of personal responsibility for ethical actions. A leader with moral ownership does not ignore wrongdoing or shift blame to others. For example, if a team member suggests cutting corners that could harm customers, a leader who feels moral ownership will step in to correct the situation instead of staying silent.
-Moral courage =is the bravery to stand up for what is right even when it could bring criticism, conflict, or personal loss. A leader may know the ethical choice but feel pressure to stay quiet or go along with the crowd. Moral courage pushes them to act on their values even if it risks their reputation or position.
-Moral efficacy = is the confidence in one’s ability to make an ethical difference. A leader might understand the right path but feel powerless to create change. Moral efficacy gives them the belief that their actions can influence others and improve the situation, which makes them more likely to take action.
These three components of ownership, courage, and efficacy can work together to ensure that leaders not only recognize ethical challenges but also respond effectively and consistently, even under pressure.
3. Servant leaders focus on serving others before themselves. They listen carefully to people’s ideas and feelings, showing empathy and understanding. They help heal relationships and support emotional well-being, while staying aware of their own values and the needs around them. Rather than using authority to command, they persuade through respect and reason. They can see the bigger picture (conceptualization) and use foresight to anticipate future consequences. Servant leaders also take stewardship seriously, caring for resources and people they are responsible for. They’re deeply committed to the growth of others, offering opportunities and encouragement, and they work to build community so that everyone feels valued and connected. These qualities show that servant leadership is about creating trust, growth, and shared purpose through genuine service.
1. Developing ethical leadership means shaping leaders who consistently make fair, honest, and responsible decisions. A strong foundation of personal values and integrity is essential because leaders must clearly understand their principles and act according to them in every situation. They should also model ethical behavior since people pay closer attention to what leaders do than to what they say. Fairness and justice are also critical, as leaders need to treat everyone with respect and make decisions without favoritism or bias. Accountability and transparency play an important role as well, because leaders must take responsibility for their actions and openly communicate their reasoning. Finally, building a culture where ethics are valued and people feel safe to raise concerns helps ensure that doing the right thing becomes a natural part of everyday work.
Ethical leadership is not only about following rules but about inspiring trust and loyalty. When leaders act with integrity and fairness, they create stronger relationships with their teams and stakeholders. This trust encourages others to also behave ethically, which improves the overall culture and performance of the organization. In the long term, ethical leadership strengthens reputation, reduces conflicts, and supports sustainable success. leadership is not only about following rules but about inspiring trust and loyalty. When leaders act with integrity and fairness, they create stronger relationships with their teams and stakeholders. This trust encourages others to also behave ethically, which improves the overall culture and performance of the organization. In the long term, ethical leadership strengthens reputation, reduces conflicts, and supports sustainable success.
2. Hannah and Avolio explained moral potency as the inner strength that helps leaders act ethically even when the situation is difficult or risky. It is not just about knowing what is right but having the determination and confidence to follow through. Moral potency has three main components that work together to guide a leader’s behavior.
- Moral ownership =is the sense of personal responsibility for ethical actions. A leader with moral ownership does not ignore wrongdoing or shift blame to others. For example, if a team member suggests cutting corners that could harm customers, a leader who feels moral ownership will step in to correct the situation instead of staying silent.
-Moral courage =is the bravery to stand up for what is right even when it could bring criticism, conflict, or personal loss. A leader may know the ethical choice but feel pressure to stay quiet or go along with the crowd. Moral courage pushes them to act on their values even if it risks their reputation or position.
-Moral efficacy = is the confidence in one’s ability to make an ethical difference. A leader might understand the right path but feel powerless to create change. Moral efficacy gives them the belief that their actions can influence others and improve the situation, which makes them more likely to take action.
These three components of ownership, courage, and efficacy can work together to ensure that leaders not only recognize ethical challenges but also respond effectively and consistently, even under pressure.
3. Servant leaders focus on serving others before themselves. They listen carefully to people’s ideas and feelings, showing empathy and understanding. They help heal relationships and support emotional well-being, while staying aware of their own values and the needs around them. Rather than using authority to command, they persuade through respect and reason. They can see the bigger picture (conceptualization) and use foresight to anticipate future consequences. Servant leaders also take stewardship seriously, caring for resources and people they are responsible for. They’re deeply committed to the growth of others, offering opportunities and encouragement, and they work to build community so that everyone feels valued and connected. These qualities show that servant leadership is about creating trust, growth, and shared purpose through genuine service.
Azizah Fitria Arifin
2411011094
1.
Critical Elements of Developing Ethical Leadership
Developinginvolves building leaders who consistently act with integrity, fairness, and concern for others. Critical elements include:
1. Self-awareness –> Leaders must understand their own values, beliefs, and ethical principles to act consistently and authentically.
2. Role modeling ethical behavior –> Leaders should demonstrate honesty, accountability, and fairness, becoming positive examples for their team.
3. Clear ethical standards –> Establishing and communicating codes of ethics or organizational values provides guidance for decision-making.
4. Ethical decision-making skills –> Leaders must know how to analyze ethical dilemmas and choose options aligned with moral values, even when difficult.
5. Creating ethical culture –> Leaders should encourage open communication, reward ethical behavior, and discourage misconduct through policies and practices.
6. Accountability mechanisms –> Setting systems to hold everyone (including leaders themselves) accountable for ethical behavior ensures consistency and ttrust
2.
Sean T. Hannah and Bruce J. Avolio – Moral Potency
Hannah and Avolio proposed that ethical leadership is strengthened by a psychological state they call, which motivates individuals to act ethically despite challenges. It has three main components:
1. Moral Ownership –> The personal sense of responsibility for ethical behavior. Leaders with moral ownership feel accountable when ethical issues arise and take action rather than ignoring them.
2. Moral Efficacy –> The confidence in one’s ability to handle ethical challenges successfully. Leaders who believe they can influence ethical outcomes are more likely to act courageously and persist in doing what is right.
3. Moral Courage –> The willingness to face risks, opposition, or negative consequences to uphold ethical principles. This gives leaders the bravery to speak up, resist unethical pressures, and make tough moral choices.
3.
Ten Characteristics Often Associated with Servant Leadership
Servant leaders focus on serving others first and leading second. Ten commonly cited characteristics are:
1. Listening –> Actively hearing and understanding others’ viewpoints and concerns.
2. Empathy –> Genuinely caring about and understanding others’ feelings and experiences.
3. Healing –> Supporting the emotional and psychological well-being of others.
4. Awareness –> Being self-aware and aware of the organization’s needs and values.
5. Persuasion –> Influencing others through reasoning and consensus rather than authority or coercion.
6. Conceptualization –> Seeing the bigger picture and thinking beyond day-to-day realities to plan for the future.
7. Foresight –> Anticipating the likely outcomes of decisions and their impact on people.
8. Stewardship -> Taking responsibility for the well-being of the organization and those within it.
9. Commitment to the growth of people -> Supporting the personal and professional development of others.
10. Building community –> Fostering a sense of belonging, trust, and collaboration among member
2411011094
1.
Critical Elements of Developing Ethical Leadership
Developinginvolves building leaders who consistently act with integrity, fairness, and concern for others. Critical elements include:
1. Self-awareness –> Leaders must understand their own values, beliefs, and ethical principles to act consistently and authentically.
2. Role modeling ethical behavior –> Leaders should demonstrate honesty, accountability, and fairness, becoming positive examples for their team.
3. Clear ethical standards –> Establishing and communicating codes of ethics or organizational values provides guidance for decision-making.
4. Ethical decision-making skills –> Leaders must know how to analyze ethical dilemmas and choose options aligned with moral values, even when difficult.
5. Creating ethical culture –> Leaders should encourage open communication, reward ethical behavior, and discourage misconduct through policies and practices.
6. Accountability mechanisms –> Setting systems to hold everyone (including leaders themselves) accountable for ethical behavior ensures consistency and ttrust
2.
Sean T. Hannah and Bruce J. Avolio – Moral Potency
Hannah and Avolio proposed that ethical leadership is strengthened by a psychological state they call, which motivates individuals to act ethically despite challenges. It has three main components:
1. Moral Ownership –> The personal sense of responsibility for ethical behavior. Leaders with moral ownership feel accountable when ethical issues arise and take action rather than ignoring them.
2. Moral Efficacy –> The confidence in one’s ability to handle ethical challenges successfully. Leaders who believe they can influence ethical outcomes are more likely to act courageously and persist in doing what is right.
3. Moral Courage –> The willingness to face risks, opposition, or negative consequences to uphold ethical principles. This gives leaders the bravery to speak up, resist unethical pressures, and make tough moral choices.
3.
Ten Characteristics Often Associated with Servant Leadership
Servant leaders focus on serving others first and leading second. Ten commonly cited characteristics are:
1. Listening –> Actively hearing and understanding others’ viewpoints and concerns.
2. Empathy –> Genuinely caring about and understanding others’ feelings and experiences.
3. Healing –> Supporting the emotional and psychological well-being of others.
4. Awareness –> Being self-aware and aware of the organization’s needs and values.
5. Persuasion –> Influencing others through reasoning and consensus rather than authority or coercion.
6. Conceptualization –> Seeing the bigger picture and thinking beyond day-to-day realities to plan for the future.
7. Foresight –> Anticipating the likely outcomes of decisions and their impact on people.
8. Stewardship -> Taking responsibility for the well-being of the organization and those within it.
9. Commitment to the growth of people -> Supporting the personal and professional development of others.
10. Building community –> Fostering a sense of belonging, trust, and collaboration among member
naila anjani maulida
2491011015
1. What Are Critical Elements of Developing Ethical Leadership?
Developing ethical leadership means creating leaders who not only focus on achieving goals but also make decisions and take actions that are morally right and fair. There are several critical elements in this process. The first is integrity, which is the foundation of trust between leaders and their followers. Leaders must show honesty and consistency in what they say and do. The second is role modeling, because people look up to leaders, so leaders must set a good example in both words and actions. Another element is awareness, which means leaders must be able to recognize ethical issues when they appear and understand how their decisions affect others. Ethical leadership also requires accountability, meaning leaders should take responsibility for their actions and be transparent in their decision-making. Finally, communication is key, because leaders must openly discuss ethical values and create an environment where followers feel safe to raise concerns. When these elements come together, leaders can guide their organizations in a way that promotes fairness, respect, and long-term trust.
2. Explain Moral Potency and Its Three Components (Hannah and Avolio).
Hannah and Avolio introduced the idea of moral potency to describe the strength people have to act on their moral beliefs, especially in difficult situations. They argue that having good values is not enough—leaders also need the courage and capacity to act on those values. Moral potency has three main components. The first is moral ownership, which means feeling a personal responsibility to act ethically. Leaders with moral ownership do not wait for others to fix problems; they take initiative when they see something wrong. The second component is moral efficacy, which refers to the confidence a person has in their ability to handle ethical challenges. This belief gives leaders the motivation to stand up for what is right, even when it is difficult. The third is moral courage, which is the willingness to actually take action in the face of risks, pressure, or opposition. Moral courage is what transforms good intentions into real behavior. Together, these three components—ownership, efficacy, and courage—make leaders more capable of consistently acting according to their values, even when it is uncomfortable or risky.
3. Explain Ten Characteristics Often Associated with Servant Leaders.
Servant leadership is a leadership style that focuses on putting the needs of followers first and helping them grow and succeed. Scholars often describe ten main characteristics of servant leaders. The first is listening, which means paying attention to what others say and truly understanding their concerns. The second is empathy, or the ability to put oneself in another person’s shoes and care about their feelings. The third is healing, where servant leaders help others recover from difficulties or conflicts. The fourth is awareness, which involves being conscious of both personal strengths and weaknesses as well as the bigger picture. The fifth is persuasion, which is about convincing others through reason and respect instead of relying only on authority. The sixth characteristic is conceptualization, meaning the ability to think beyond day-to-day tasks and see long-term goals. The seventh is foresight, which helps leaders predict outcomes of decisions and prepare for the future. The eighth is stewardship, which reflects a commitment to serving the organization and community with a sense of responsibility and care. The ninth is commitment to the growth of people, where leaders actively support and encourage the personal and professional development of their followers. Finally, the tenth is building community, which is about creating a sense of belonging and connection among people in the organization. These ten characteristics show that servant leaders focus not on their own power, but on helping others achieve success and creating a more supportive and ethical workplace.
2491011015
1. What Are Critical Elements of Developing Ethical Leadership?
Developing ethical leadership means creating leaders who not only focus on achieving goals but also make decisions and take actions that are morally right and fair. There are several critical elements in this process. The first is integrity, which is the foundation of trust between leaders and their followers. Leaders must show honesty and consistency in what they say and do. The second is role modeling, because people look up to leaders, so leaders must set a good example in both words and actions. Another element is awareness, which means leaders must be able to recognize ethical issues when they appear and understand how their decisions affect others. Ethical leadership also requires accountability, meaning leaders should take responsibility for their actions and be transparent in their decision-making. Finally, communication is key, because leaders must openly discuss ethical values and create an environment where followers feel safe to raise concerns. When these elements come together, leaders can guide their organizations in a way that promotes fairness, respect, and long-term trust.
2. Explain Moral Potency and Its Three Components (Hannah and Avolio).
Hannah and Avolio introduced the idea of moral potency to describe the strength people have to act on their moral beliefs, especially in difficult situations. They argue that having good values is not enough—leaders also need the courage and capacity to act on those values. Moral potency has three main components. The first is moral ownership, which means feeling a personal responsibility to act ethically. Leaders with moral ownership do not wait for others to fix problems; they take initiative when they see something wrong. The second component is moral efficacy, which refers to the confidence a person has in their ability to handle ethical challenges. This belief gives leaders the motivation to stand up for what is right, even when it is difficult. The third is moral courage, which is the willingness to actually take action in the face of risks, pressure, or opposition. Moral courage is what transforms good intentions into real behavior. Together, these three components—ownership, efficacy, and courage—make leaders more capable of consistently acting according to their values, even when it is uncomfortable or risky.
3. Explain Ten Characteristics Often Associated with Servant Leaders.
Servant leadership is a leadership style that focuses on putting the needs of followers first and helping them grow and succeed. Scholars often describe ten main characteristics of servant leaders. The first is listening, which means paying attention to what others say and truly understanding their concerns. The second is empathy, or the ability to put oneself in another person’s shoes and care about their feelings. The third is healing, where servant leaders help others recover from difficulties or conflicts. The fourth is awareness, which involves being conscious of both personal strengths and weaknesses as well as the bigger picture. The fifth is persuasion, which is about convincing others through reason and respect instead of relying only on authority. The sixth characteristic is conceptualization, meaning the ability to think beyond day-to-day tasks and see long-term goals. The seventh is foresight, which helps leaders predict outcomes of decisions and prepare for the future. The eighth is stewardship, which reflects a commitment to serving the organization and community with a sense of responsibility and care. The ninth is commitment to the growth of people, where leaders actively support and encourage the personal and professional development of their followers. Finally, the tenth is building community, which is about creating a sense of belonging and connection among people in the organization. These ten characteristics show that servant leaders focus not on their own power, but on helping others achieve success and creating a more supportive and ethical workplace.
Rafi Yodi Rinaldi
2491011013
1. Critical Elements of Developing Ethical Leadership
Ethical leadership is built on values and consistent actions. The main elements are:
• Integrity: Acting honestly and consistently, even under pressure.
• Moral Vision: Recognizing ethical issues and aligning choices with values.
• Role Modeling: Demonstrating ethical conduct so others follow.
• Fairness: Making unbiased, transparent, and just decisions.
• Accountability: Accepting responsibility and enforcing ethical standards.
• Value Communication: Explaining and reinforcing shared principles.
• Stakeholder Balance: Serving employees, customers, society—not just profits.
Ethical leadership = knowing, doing, and enforcing what is right.
2. Moral Potency (Hannah & Avolio)
Moral potency explains why some leaders act ethically while others stay silent. It has three parts:
1. Moral Ownership: Feeling responsible for outcomes and not shifting blame.
2. Moral Courage: Willingness to act ethically despite risks (criticism, job loss, conflict).
3. Moral Efficacy: Confidence in one’s ability to solve ethical challenges and influence others. Together, they give leaders the motivation, bravery, and belief to act ethically.
3. Ten Characteristics of Servant Leaders
Servant leaders focus on serving first, leading second. The ten traits are:
1. Listening – Truly hearing others.
2. Empathy – Understanding feelings.
3. Healing – Supporting growth and recovery.
4. Awareness – Staying conscious of self and environment.
5. Persuasion – Influencing without force.
6. Conceptualization – Seeing the bigger picture.
7. Foresight – Predicting likely outcomes.
8. Stewardship – Using resources responsibly.
9. Growth of People – Helping others develop.
10. Community Building – Creating unity and trust.
Ethical leadership is built on values and consistent actions. The main elements are:
• Integrity: Acting honestly and consistently, even under pressure.
• Moral Vision: Recognizing ethical issues and aligning choices with values.
• Role Modeling: Demonstrating ethical conduct so others follow.
• Fairness: Making unbiased, transparent, and just decisions.
• Accountability: Accepting responsibility and enforcing ethical standards.
• Value Communication: Explaining and reinforcing shared principles.
• Stakeholder Balance: Serving employees, customers, society—not just profits.
Ethical leadership = knowing, doing, and enforcing what is right.
2. Moral Potency (Hannah & Avolio)
Moral potency explains why some leaders act ethically while others stay silent. It has three parts:
1. Moral Ownership: Feeling responsible for outcomes and not shifting blame.
2. Moral Courage: Willingness to act ethically despite risks (criticism, job loss, conflict).
3. Moral Efficacy: Confidence in one’s ability to solve ethical challenges and influence others. Together, they give leaders the motivation, bravery, and belief to act ethically.
3. Ten Characteristics of Servant Leaders
Servant leaders focus on serving first, leading second. The ten traits are:
1. Listening – Truly hearing others.
2. Empathy – Understanding feelings.
3. Healing – Supporting growth and recovery.
4. Awareness – Staying conscious of self and environment.
5. Persuasion – Influencing without force.
6. Conceptualization – Seeing the bigger picture.
7. Foresight – Predicting likely outcomes.
8. Stewardship – Using resources responsibly.
9. Growth of People – Helping others develop.
10. Community Building – Creating unity and trust.
Muhamad Rifky
2411011146
1. In Developing ethical leadership involves several critical components:
Integrity and Honesty: Being truthful and transparent in all actions and decisions.
Accountability: Taking responsibility for one's actions and not blaming others.
Fairness and Justice: Treating all individuals equitably and impartially.
Respect: Valuing and listening to the opinions and contributions of others.
Courage: Having the strength to stand up for what is right, even when it's difficult.
2. Moral Ownership → accountability for
outcomes
Moral Courage → defending principles
under pressure
Moral Efficacy → belief ethical action is
effective
3. -Listening: Actively hearing and understanding others.
-Empathy: Striving to understand and share the feelings of others.
-Healing: Helping others and the organization become whole.
-Awareness: Being self-aware and sensitive to the environment.
-Persuasion: Building consensus instead of using authority.
-Conceptualization: Thinking beyond the day-to-day to see the big picture.
-Foresight: Anticipating future outcomes based on past and present events.
-Stewardship: Viewing their role as a caretaker for the organization and its people.
-Commitment to the Growth of People: Helping individuals reach their full potential.
-Building Community: Fostering a sense of belonging and shared purpose within the organization.
Integrity and Honesty: Being truthful and transparent in all actions and decisions.
Accountability: Taking responsibility for one's actions and not blaming others.
Fairness and Justice: Treating all individuals equitably and impartially.
Respect: Valuing and listening to the opinions and contributions of others.
Courage: Having the strength to stand up for what is right, even when it's difficult.
2. Moral Ownership → accountability for
outcomes
Moral Courage → defending principles
under pressure
Moral Efficacy → belief ethical action is
effective
3. -Listening: Actively hearing and understanding others.
-Empathy: Striving to understand and share the feelings of others.
-Healing: Helping others and the organization become whole.
-Awareness: Being self-aware and sensitive to the environment.
-Persuasion: Building consensus instead of using authority.
-Conceptualization: Thinking beyond the day-to-day to see the big picture.
-Foresight: Anticipating future outcomes based on past and present events.
-Stewardship: Viewing their role as a caretaker for the organization and its people.
-Commitment to the Growth of People: Helping individuals reach their full potential.
-Building Community: Fostering a sense of belonging and shared purpose within the organization.
2411011140
1) The critical elements are:
· Strong Personal Moral Code: The foundation is a leader’s own integrity and honesty. They must have a clear sense of right and wrong and consistently act on those values.
· Role Modeling: Ethical leaders “walk the talk.” They serve as a visible example, demonstrating ethical behavior in every decision, which signals to the team that integrity is a top priority.
· Fostering an Ethical Culture: They actively create an environment where ethical conduct is the norm. This involves establishing clear codes of conduct and policies that guide the team’s decision-making.
· Accountability: Ethical leaders hold themselves and others accountable. They reward ethical behavior and address unethical actions fairly and decisively, ensuring there are clear consequences for violating standards.
· Considering All Stakeholders: They make decisions that are not just good for the company, but also socially responsible toward customers, employees, the community, and the environment.
2) Its three core components are:
1. Moral Ownership: This is the feeling of responsibility to take ethical action. A leader with high moral ownership sees an ethical issue and feels a personal duty to get involved and make things right, rather than being a bystander.
2. Moral Courage: This is the fortitude to act on one’s ethical principles, especially when facing pressure, risks, or potential negative consequences like losing popularity or a promotion. It’s the willpower to stand firm for what is right.
3. Moral Efficacy: This is the leader’s belief in their own ability to successfully perform an ethical action. It’s the confidence that they have the skills, knowledge, and capability to navigate a complex ethical situation and achieve a positive outcome.
3)
1. Listening: They listen intently and receptively, seeking to fully understand the needs and perspectives of their team.
2. Empathy: They strive to understand and connect with others on an emotional level, accepting them for their unique qualities.
3. Healing: They care for the personal well-being of their team, helping them overcome challenges and fostering a healthy work environment.
4. Awareness: They possess strong self-awareness and a keen understanding of their surroundings, allowing them to see situations from a holistic perspective.
5. Persuasion: Instead of using authority, they rely on persuasion to build consensus and influence others, rather than commanding them.
6. Conceptualization: They can think beyond day-to-day realities to develop a compelling vision for the future and inspire others to pursue it. Visionary
7. Foresight: They have the ability to anticipate future events based on past lessons and present realities, enabling them to make sound long-term decisions.
8. Stewardship: They act as a steward, holding their organization in trust for the greater good of society and serving the needs of others above their own.
9. Commitment to the Growth of People: They are deeply invested in the personal and professional development of every individual, helping them to unlock their full potential.
10. Building Community: They actively foster a strong sense of community and belonging within the organization, making people feel connected and valued.
1) The critical elements are:
· Strong Personal Moral Code: The foundation is a leader’s own integrity and honesty. They must have a clear sense of right and wrong and consistently act on those values.
· Role Modeling: Ethical leaders “walk the talk.” They serve as a visible example, demonstrating ethical behavior in every decision, which signals to the team that integrity is a top priority.
· Fostering an Ethical Culture: They actively create an environment where ethical conduct is the norm. This involves establishing clear codes of conduct and policies that guide the team’s decision-making.
· Accountability: Ethical leaders hold themselves and others accountable. They reward ethical behavior and address unethical actions fairly and decisively, ensuring there are clear consequences for violating standards.
· Considering All Stakeholders: They make decisions that are not just good for the company, but also socially responsible toward customers, employees, the community, and the environment.
2) Its three core components are:
1. Moral Ownership: This is the feeling of responsibility to take ethical action. A leader with high moral ownership sees an ethical issue and feels a personal duty to get involved and make things right, rather than being a bystander.
2. Moral Courage: This is the fortitude to act on one’s ethical principles, especially when facing pressure, risks, or potential negative consequences like losing popularity or a promotion. It’s the willpower to stand firm for what is right.
3. Moral Efficacy: This is the leader’s belief in their own ability to successfully perform an ethical action. It’s the confidence that they have the skills, knowledge, and capability to navigate a complex ethical situation and achieve a positive outcome.
3)
1. Listening: They listen intently and receptively, seeking to fully understand the needs and perspectives of their team.
2. Empathy: They strive to understand and connect with others on an emotional level, accepting them for their unique qualities.
3. Healing: They care for the personal well-being of their team, helping them overcome challenges and fostering a healthy work environment.
4. Awareness: They possess strong self-awareness and a keen understanding of their surroundings, allowing them to see situations from a holistic perspective.
5. Persuasion: Instead of using authority, they rely on persuasion to build consensus and influence others, rather than commanding them.
6. Conceptualization: They can think beyond day-to-day realities to develop a compelling vision for the future and inspire others to pursue it. Visionary
7. Foresight: They have the ability to anticipate future events based on past lessons and present realities, enabling them to make sound long-term decisions.
8. Stewardship: They act as a steward, holding their organization in trust for the greater good of society and serving the needs of others above their own.
9. Commitment to the Growth of People: They are deeply invested in the personal and professional development of every individual, helping them to unlock their full potential.
10. Building Community: They actively foster a strong sense of community and belonging within the organization, making people feel connected and valued.
Steven Wirawan
2411011022
1. What Are Critical Elements of Developing Ethical Leadership?
Developing ethical leadership involves a combination of personal and professional qualities. Key elements include integrity and character, which means a leader's actions are consistently aligned with strong moral principles. This is supported by fairness and justice, ensuring everyone is treated equitably without bias. A good ethical leader also practices accountability, taking responsibility for their decisions and the outcomes, both good and bad. Finally, they build trust and respect by being transparent, dependable, and valuing the contributions of others.
2. ThreeMain Component for Moral Potency
• Moral Courage: The strength to act on one's moral convictions despite the risks, such as social backlash or professional consequences.
• Moral Efficacy: The belief in one's own ability to successfully navigate an ethical challenge and do the right thing.
• Moral Ownership: The feeling of personal responsibility for an ethical issue, seeing it as a problem to be solved rather than something to be ignored.
• Moral Efficacy: The belief in one's own ability to successfully navigate an ethical challenge and do the right thing.
• Moral Ownership: The feeling of personal responsibility for an ethical issue, seeing it as a problem to be solved rather than something to be ignored.
3. Ten Characteristics of Servant Leaders
Servant leadership is a philosophy where a leader's main goal is to serve their team and community. The ten key characteristics often associated with servant leaders are:
• Listening: Paying close attention to the needs and concerns of others.
• Empathy: Understanding and sharing the feelings of others.
• Healing: Helping people recover from emotional pain and personal struggles.
• Awareness: Being self-aware and attuned to the broader environment.
• Persuasion: Using gentle influence instead of authority to make decisions.
• Conceptualization: Thinking beyond day-to-day tasks to a broader vision.
• Foresight: Using past and present knowledge to anticipate future outcomes.
• Stewardship: Seeing oneself as a caretaker of the organization and its people.
• Commitment to the Growth of People: Actively helping individuals grow and develop.
• Building Community: Fostering a sense of belonging and collaboration.
Servant leadership is a philosophy where a leader's main goal is to serve their team and community. The ten key characteristics often associated with servant leaders are:
• Listening: Paying close attention to the needs and concerns of others.
• Empathy: Understanding and sharing the feelings of others.
• Healing: Helping people recover from emotional pain and personal struggles.
• Awareness: Being self-aware and attuned to the broader environment.
• Persuasion: Using gentle influence instead of authority to make decisions.
• Conceptualization: Thinking beyond day-to-day tasks to a broader vision.
• Foresight: Using past and present knowledge to anticipate future outcomes.
• Stewardship: Seeing oneself as a caretaker of the organization and its people.
• Commitment to the Growth of People: Actively helping individuals grow and develop.
• Building Community: Fostering a sense of belonging and collaboration.