Organisational Core Values

Create a mentality of “we” and not “me.” 3. Set a culture of “Reality” – Leaders must set a culture that deals with realities, not matter how difficult. Leaders should avoid creating a “fantasy” that everything is good because it will only magnify the consequences

This would create a multitude of ethical dilemmas. Seeing as, records are maintained for a variety of reasons, the most important of which is for the benefit of the clientele, such conscious recording of clienteles needs, their supports etc. would not longer be a required duty of care (APA, 2010)

Group leaders must be able to receive criticism and be open to self-examination if they hope to become competent and ethical leaders (Corey, et al., 2015). Accepting to facilitate a group that has a goal or group that you are not familiar with is not unethical. It would be unethical to go blindly into the group and not prepare. Preparation

When a leader exhibits and exemplifies this trait, the standards and values of an organization are being successfully reinforced. A leader would exercise this integrity by making honest decisions. If your profession requires patent, client, or personal information confidentiality of any sort, an ethical leader would not sit around in the break room discussing a recent experience they had and divulging this sort of information. This could not only lead to lawsuits or penalties, but also in other workers thinking it is acceptable behavior. In a

Additionally, the need for significant control derives from the desire for superiority and importance, as an individual. Where else is control more beneficial than in one 's own life? My future should be regulated by my needs and desires, all resulting from a job that can add comfort and sustainability to life. I shouldn’t be relying on others for financial and emotional support, but instead should be offering my support. I desire my future to be as autonomous as I make it, meaning, I should control my decisions and resolve all my financial problems.

It is not the urge to surpass others at whatever cost, but the urge to serve others at whatever cost.” This quote shows that in order to be recognized as a hero, one must focus on their motivations and determinations in life, not on physical appearance or fame. A hero is anyone who dedicates their time not only for the needs of their own, but for that of others and overcomes great adversity, even when the odds are against them.

Building trust is worth the effort because once trust is lost, it can be very difficult to recover, and however maintaining ethical behavior may not compromise the trust at any given stages. 2. Be honest and supportive Even when it’s difficult, a leader or managers need to tell the truth at all the times and not just what they might think people want to hear. It is important to understand what employees need to know and communicate facts while being considerate of their effort and sensitive to their feelings. Managers need to showing support and understanding for their team members, even when mistakes are made.

In particular, we believe that human resource managers must be aware that mentoring is not an organisational panacea. There are concerns regarding the outcomes of mentoring, but it is our opinion that these can be minimised by careful implementation planning. Mentoring is a complex and sensitive organisational process and there is little doubt it can be a destructive force for organisations, the mentors and the mentees. The simple implication of this paper is that organisations should view mentoring as a potentially beneficial process that requires careful long term planning and skilful human resource leadership. It is important to stress that there are many models of mentoring and that implementing a professional or formal mentoring program does not imply that procedures such as informal mentoring or peer mentoring should not be included in an overall human resources policy.

Rather than everyone scrambling to figure out which part of the assignment is theirs to do, someone in that group can show leadership by accordingly assigning everyone a job they’re content with. Now that may be easier said than done because not everybody is a leader, but leadership is a personality trait, it comes from within and cannot be forced. Leadership takes strong will, motivation, voice and an open mind. A leader is willing to listen to what everyone wants, staying away from only their perspective. A trait effective leaders show is being socially aware of their community.

Taking the importance of transactional leadership style in the decision making process, leaders will make decision by using rationality and will engage in logic when making decisions (Loveren, 2007; Muhammad Naveed & Muhammad Tahir, 2014). Besides, Tatum et al. (2003) also found that these characteristics of transactional leadership style should be connected with less comprehensive decision style as well as reflect a style that puts the amount of information processed. In short, Eberlin and Tatum (2008) conclude that transactional leaders will concerned on how the organization deals out rewards and the policies when their followers participate in the decision making