Why you make the decisions you do After you read the week’s resources, please an

Question

Why you make the decisions you do

After you read the week’s resources, please answer the following:

Reflect on the personal influences, including the values and morals, you believe are important to you and/or others when facing right versus right, and right versus wrong decisions as you lead and manage others.

Reflect on the organizational influences that would influence your and/or others’ decisions.

Reflect on the global and national influence you and/or others need to consider when making decisions as a leader.

George, W.W. (2004). Note on why leaders lose their way.Boston, MA: Harvard Business Publishing.

George, W.W. & McLean, A. N. (2010). Ann Mulcahey: Leading Xerox through the perfect storm (A). Boston, MA: Harvard Business Publishing.

George, W.W., Sims, P., McLean, A. N., & Mayer, D. (2007, Feb). Discovering your authentic leadership. Harvard Business Review.

Explanation / Answer

Reflect on the personal influences, including the values and morals, you believe are important to you and/or others when facing right versus right, and right versus wrong decisions as you lead and manage others.
The criteria for what to do, whether a personal decision or a decision that impacts others than I work with or lead, are based on principles that do not change because of the context. That is, I follow my principles of integrity, honesty, full disclosure, fairness, open-mindedness, balanced decision-making and diligence. Of course, each of these has a "degree" associated with it. How diligent? How fair? When the decision is just for personal items, such as who to invite to a holiday party, the amount of research that I conduct before finalizing the guest list may be light. However, when the decision impacts the entire organization, such as which vendors to send the RFP (request for proposal), I would take much more care. So, when the decisions involve others, the diligence, the care with which I make sure to evaluate both sides, the number of people I consult to get a wide-angle view, is greater. I have learned that "right" and "wrong" can be absolute in some areas, such as honesty

The Anne Mulcahy article, Leading Xerox through the Perfect Storm, will test your leadership ethics – what would you do if you were in charge? How does one decide? The article Discovering Your Authentic Leadership will challenge your decision, whatever it was, and perhaps the model you are building. The old saying that power corrupts and absolute power corrupts absolutely is a reminder in Note on Why Leaders Lose their Way.

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