| Some call it wearing one’s heart on the | | | | plane. |
| sleeve; others call it wearing their emotions. If the | | | | A consideration for leader examination when |
| discussion is of values and ethics, leaders must | | | | establishing a code of ethics is that ethics and |
| wear them openly, constantly encouraging, | | | | values do not fit a neat categorization into |
| mentoring, and coaching others to operate within | | | | specialty areas. Melissa Ingwersen1 of JPMorgan |
| values-based and ethical standards the leader | | | | Chase Bank supports the foundation of ethics at |
| expresses. Values and ethics exist in a | | | | home and school before applying them to |
| philosophical arena and often mistaken as the | | | | business. She says JPMorgan Chase does not |
| same. Values explain that who you are is what | | | | want to compromise it banks or bankers by doing |
| you were when. Ethics demonstrates values | | | | business with questionable clients. Therefore, |
| through behavior. This paper takes the position | | | | JPMorgan Chase selects clients carefully |
| that values exist on a higher plane than ethics. | | | | attempting to maintain their reputation and the |
| Dr. Gyertson6 shares an insight on value and ethic | | | | reputation of their clients. |
| sources. He says throughout human development, | | | | What does the above example tell us about |
| there are socio-cultural influences in family and | | | | values and ethics in an organization? For Chase |
| tribe. In the time of prehistory, these values | | | | Bank, the value is honesty, integrity, and |
| meant survival and extended family. Exploring | | | | character building of clients by selecting clients |
| present value development offers a very | | | | who have similar values as the bank. Chase Bank |
| different view of family and tribe. Family is nuclear | | | | does not compromise their core values for the |
| now and connection to extended family is often | | | | sake of gaining business. Another view of this |
| limited to the July Family Picnic. Tribe, community, | | | | provided by Brenda Joyner, et al2, is a sense of |
| is multifaceted people have small neighborhood | | | | corporate social responsibility (CSR). CSR includes |
| tribes, work tribes, social tribes, and others. They | | | | such elements as economic, legal, discretionary |
| move among tribes and behave differently in | | | | activities and ethics. She says these exist within |
| different settings. While core values remain, | | | | what are the values of the public. |
| behaviors shifts when moving among groups. | | | | Working standard - values and ethics |
| Interacting in work groups is an example. Consider | | | | Stated above, ethics is the outward display of |
| a group of university administrators working to | | | | values. In some organizations, leaders are content |
| satisfy the needs and desires of applicants and | | | | to accept the ethic of responsibility to |
| students. Administrators work to put applicants | | | | shareholders. Although this was the generally |
| and students at ease as they enter classes. | | | | accepted behavior in economic boom years, most |
| Faculty works with students lecturing, and | | | | long-life businesses recognize that the bottom line |
| facilitating to grow students knowledge. The | | | | is not an ethically symbolic way to engage. |
| student is the same person yet is interacting with | | | | Joyner, et al, relate the work of Paine (1994). In |
| the different elements of the university. | | | | this, they attempt to put a value on following the |
| Value deals with the worth, utility, moral virtue, | | | | letter of the law versus following spirit of the law. |
| aesthetics, and, may be singular or a collective of | | | | While obeying the letter of the law is legally and |
| each. Values are at the core of what a person | | | | ethically correct, seeking the higher value to obey |
| believes. In June 2006, article in USA Today, | | | | the spirit of the law propels a leader to higher |
| Colorado Rockies pitcher Jason Jennings tells the | | | | trust, reducing cynicism, ultimately adding value to |
| reporter that players for the ball club hear the | | | | the ethical standard. The ethical standard is a |
| value of character and good living from the top | | | | leader and organization’s integrity strategy |
| of the organization all the way down. In the locker | | | | and values are the core beliefs driving the |
| room, one does not see pornographic pictures or | | | | strategy. |
| magazines. There are sports magazines, racing | | | | Ray Coye3, writing in 1986 saw the need to |
| and car magazines, and prominently seen | | | | differentiate values and ethics. In his view, there |
| throughout the locker room are bibles. This ball | | | | are no values for an organization separated from |
| club believes in Christian values and Christian | | | | the collective values of leaders and members. He |
| ethical behavior. A fan tells of not hearing the | | | | provides a definition of values as, “… |
| usual trash talking or player showboating among | | | | serv(ing) as the authorities in the name of which |
| members of the Rockies. The leadership in the | | | | choices are made and action taken.” In |
| Rockies organization provides evidence of | | | | greater depth, this 1986 definition is one based on |
| expected behavior in the clubhouse, on the playing | | | | the prevailing attitude toward values and ethics |
| field, and among players of other teams. The | | | | considered correct – at that time (Coye, |
| Rockies are not the "winningest" team in major | | | | 1986) |
| league baseball; however, they display the near | | | | • A value is chosen freely after |
| the highest behavioral ethics. | | | | consideration of alternatives and consequences |
| Ethics comes from the Greek ethikos, meaning | | | | • Publicly affirmed, cherished, and prized |
| arising from habit. Ethics is a study of living, a | | | | • Pattern of action that is consistent and |
| study in which we discover things as being right | | | | repeated |
| or wrong or true and false based on how we | | | | Conclusion |
| know things. Therefore, ethics is the outward | | | | Values exist at the core of our nature; they are |
| manifestation, the acting out of a belief. | | | | our core belief system. Ethics, our behavior, |
| Values versus ethics | | | | reveal our values within an operating environment. |
| Values and ethics do not exist separately from | | | | If we say we cherish (value) our children but |
| each other. However, they may develop | | | | behave abusively, value and ethical behavior are |
| differently over time. A child’s values grow | | | | incongruent. Within a leadership role, the same is |
| from the values of parents. A child’s ethical | | | | true of our attitude toward workers. Recent |
| behavior develops from observing what parents | | | | history of organizational failure adds to common |
| do. Trust in parents’ grows as a child sees | | | | knowledge of how personal greed over the |
| their parents obeying their beliefs (values) through | | | | expressed organizational values ruin business and, |
| their ethics (what they do) consistently. It is a | | | | worse, the faith workers have in the business and |
| leader’s responsibility to an organization, | | | | leaders. |
| workers, and her- and him-self to do no less. | | | | Not all organizations are the Colorado Rockies |
| Followers of a leader will loose trust quickly if they | | | | Baseball Club, but trends start one person and |
| observe attitudes and behaviors that do not | | | | one organization at a time. Be a trend setter. |
| match expressed ethical standards and values. | | | | Works Cited |
| Values must identify or embody who a leader is. | | | | 1. Nightengale, B. (2006, June 1). Basball’s |
| Values are the bases upon which leaders make | | | | Rockies seek revival on two levels. USA Today. |
| judgments on what is important. Ethics identifies a | | | | Retrieved September 20, 2006 from [ |
| leader’s moral compass, the leader’s | | | | 2. Cook, J. R. Interview: Melissa Ingwersen, Central |
| understanding of good and right. Ethics are a set | | | | OH President, JPMorgan Chase Bank, NA. Ethical |
| of moral principles. | | | | Leadership, Council for Ethics in Economics (1,1) |
| Leaders must commit to personal values and | | | | 3. Joyner, B. E., Payne, D. & Raiborn, C. A. |
| organizational values seeking a fit between both. | | | | (2002, April). Building values, business ethics and |
| Moreover, leaders must manifest values in a way | | | | corporate social responsibility into the developing |
| that leaves the observer fully aware of the | | | | organization. Journal of Developmental |
| leader’s commitment. | | | | Entrepreneurship(7,1), pg. 113. |
| A leader studies the community in which an | | | | 4. Coye, R. (1986, February) Individual Values and |
| organization exists to know what the community | | | | Business Ethics. Journal of Business Ethics (5,1), pg. |
| values. Another consideration is the ethical | | | | 45. |
| behavior that leaves a leader questioning whether | | | | 5. Watson, S. (2006). Personal Values in Business: |
| the community acts as it believes. These | | | | How successful businesses underpin their success |
| observations of what a community believes and | | | | with clear values. Retrieved September 20, 2006 |
| how it behaves tells a leader the scope of | | | | from [ |
| normative order within a community. However, | | | | 6. Gyertson, D. J. (2006). Ethical Frameworks. |
| organizational leaders must operate on a higher | | | | |