Actual Steps That David Pinder Has Taken - Research Paper Example

Section/# Ethical Leadership Case One of the most effective ways that David Pinder has embraced ethical leadership within the firm in question is concentric upon the degree and extent to which structure has been defined and established by him. Oftentimes, good intentions of an extraordinarily successful and ethically minded business leader are not in and of themselves sufficient to ensure that high ethical standards are maintained within the organization that they are responsible for overseeing. Realizing this, David Pinder has established organizational structures that are capable of furthering the ethical standards that he sees as integral to facilitating the continued success of Cardinal IG. An exemplification of this structure exists with respect to the way in which joint oversight is shared between teams and continual peer review is practiced. Essentially, David Pinder established this organizational structure as a means of ensuring that a certain individual or group of individuals did not have total and complete oversight with respect to the way in which projects were accomplished and work was performed (XIAOJUN 383). By diversifying the overall level of the review and overview process, he was able to effectively ensure that a further level of ethical standard was implemented within the firm and individuals were held accountable for all decisions that were made. Additionally, even though this structure is of course evident, other business leaders would have been satisfied with the ethical norms and standards that have thus far been put forward. However, in David’s case, he was specifically interested in promoting an even further level of ethics by ensuring that he maintained an open door policy that would allow stakeholders to discuss pertinent issues with him at any time; should they feel they are relevant to the continued success of the firm or their continued happiness as an employee. 2. In terms of the actual steps that David Pinder has taken in order to ensure that an ethical culture is established, it should be understood by the reader that the immediate establishment of vision and philosophy, as well as ground rules and expectations for how employees understood their roles and responsibilities with the central element of establishing the steps that ensured this ethical culture. Essentially, the priorities that were established prior to any work being performed were concentric upon respect, dignity, happiness, and engagement (Li et al. 830). As can be noted, none of these are concentric on profit. The establishment of vision and philosophy, prior to the establishment of mission statement, was an essential element that helps to promote the overall ethical standards that this firm exhibits. 3. Whereas the case of Cardinal IG is refreshing, at least in terms of the overall emphasis that leadership placed upon establishing a code of ethics and creating a structure that was amenable to furthering these ethics, such is not the case with respect to other business entities that have existed within the recent past. For instance, one of the firms that led to the economic collapse of 2007/2008, Lehman Brothers, took a very different path with regard to establishing business ethics and ensuring that a usable and effective business structure was established (Zehir et al. 1374). Ultimately, as more and more information came available and employees, at the lower-level, began to realize that fundamental oversight and potentially disastrous approaches to the synthesis of information were taking place, these concerns or outright ignored by individuals within positions of power. Another exemplification of this failure of ethics can be seen with respect to the fact that even though individuals and upper management at Lehman Brothers were fully aware of these potentially disastrous mechanisms and oversights, they instead chose to do nothing; allowing the market to crash and Lehman Brothers to ultimately collapse instead of addressing the problem out right. This was partially as a result of fear that addressing these issues might ultimately collapse the profits that Lehman Brothers had thus far been enjoying. Another indication of the way in which ethics is not always practiced within the corporate and professional world has to do with the case of Enron (Makaroff et al. 645). As compared to the case of Lehman Brothers presented above, the case of Enron was somewhat different; in the fact that almost each and every individual within the structure of Enron was at least somewhat culpable with regard to the way in which ethics were trounced upon and key concerns were ignored. Rather than leaving the company or ensuring that an organizational structure was established that could ultimately deal with these issues, business insiders chose to ignore such concerns and continue to integrate within an already corrupt and ineffective structure. 4. Cardinal IG’s principles and values have helped to effectively shape the ethical behavior of its employees. The underlying reason for this has to do with the fact that these principles and values helped to provide a framework or structure by which all individuals engage with the work they are tasked with performing. Essentially, it is not true that the establishment of high and lofty principles or values alone is sufficient towards evoking a heightened level of ethics within a given firm. However, recognizing this as the first step, David Pinder determined that subsequent engagement, the building of teams, an open door policy, and an essential level of focus upon the individual and maximizing their own needs and happiness was the most effective mechanism by which this could ultimately be performed (Bouchamma and Bri 88). 5. Cardinal IG has established an effective framework by which all employees are empowered to practice responsible levels of accountable leadership and engagement. As indicated previously, this particular structure is indicated with respect to the fact that oversight and peer review is present at almost each and every level. Teams also review teams and have a level of engagement with respect to the way in which ongoing processes are effective (Hun-Joon and Kang-Seung 418). Not only does this help to provide for a further level of ethics and within the firm. In many other companies or organizations, lower-level employees are often left to understand that their particular role is replaceable and non-intraoral with respect to the way in which the company operates and achieve success. However, within the understanding that has been represented of the way in which Cardinal IG operates, it is clear and apparent that these stakeholders play an important role with respect to promoting ethical standards and providing beneficial feedback with regard to the processes at hand. 6. In terms of this student’s opinion of the company in question, it is my understanding that it represents many best practices with respect to the way in which an ethically minded organization should operate. Firstly, the provision of principles envision prior to a focus on how money can be made in profitability can be established as provided powerful determinant in setting this company apart from almost each and every other company that has been studied thus far this semester (Cranston and Kusanovich 49). Secondly, the company’s interest and focus on the personal lives of the individual employees has increase the overall level of engagement that these individuals might otherwise performed; thereby increasing profitability, success, and adherence to the aforementioned principles and values that the firm has established. All in all, this company provides a structure that allows for relevant concerns and issues to be forwarded on to individuals within positions of decision-making; allowing for rapid and responsive organizational changes to address ongoing needs. The only other issue that should be discussed has to do with the potential for a level of anarchy to be evidenced within the firm; at least in terms of decision-making. Whereas the Democratic process and the means by which peer review and overview are exhibited provide a powerful differential as compared to other firms and allow Cardinal IG to exhibit any best practices of ethical management and leadership, there is, as described in the case, only one individual that is ultimately responsible for determining which particular opinion or position is the most effective and should be pursued stop this is of course that of David Pinder’s opinion and understanding. Whereas it is true that all organizations eventually coalesce to one particular opinion or approach, the diversification of leadership styles and the means by which individual employees can form groups and base recommendations upon these understandings at least potentially creates a situation in which a wide level of disagreement might be exhibited with respect to David Pinder’s final decision. By encouraging a level of engagement, Pinder has been able to effectively ensure that ongoing discussion and development is effected within the firm. However, the obvious drawback to this has to do with the fact that the organization does not display a robust level of middle management that is capable of winnowing opinions and ideas prior to forwarding them on to David Pinder. As such, Pinder’s job has become increasingly complex and understanding the nuances of ideas behind each and every opinion that comes to might be a dizzying task. However, if a more robust level of middle management were established and these ideas were synthesized and reviewed for ethical consistency and business expertise prior to being forwarded on to upper management, the potential for the firm is virtually unlimited. Works Cited Bouchamma, Yamina, and Jean-Michel Brie. "Communities Of Practice And Ethical Leadership." International Studies In Educational Administration (Commonwealth Council For Educational Administration & Management (CCEAM)) 42.2 (2014): 81-96. Academic Search Complete. Web. 15 Oct. 2014. Cranston, Jerome A., and Kristin A. Kusanovich. "How Shall I Act? Nurturing The Dramatic And Ethical Imagination Of Educational Leaders." International Studies In Educational Administration (Commonwealth Council For Educational Administration & Management (CCEAM)) 42.2 (2014): 45-62. Academic Search Complete. Web. 15 Oct. 2014. HUN-JOON, PARK, and KANG SEUNG-WAN. 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