The Ethics of Leadership (conclusion)

Published February 4, 2016 by Mayrbear's Lair


Today we conclude our discussion on ethical competence as an important leadership skill, and take a closer look at how personality disorders can affect the choices leaders make and their outcomes.

As confident self-assured individuals, most charismatic leaders display an inclination towards narcissistic behavior. However, there are healthy and unhealthy levels of narcissism. In his book, Organizational Behavior Donald Baack (2012) explains that an individual with a persona that reveals a Narcissistic Personalty Disorder (NPD), will demonstrate severe limitations in comprehending the feelings or the needs of other people (Baack, 2012). In other words, they do not engage in rules of reciprocity and appear to have no concern over the consequences of their actions due to a tunnel vision focus strategy they use as a means to achieve their goals.


Professionals in the entertainment industry, are accustomed to conducting business with people that have huge egos. In my publication, Ethics in the Real World (2013) I revealed my own experience with corporate leaders and celebrities that displayed narcissistic tendencies. Some developed more severe signs of the NPD behavior, especially as they aged. The truth is, people are unable to change their behavior unless they can acknowledge the need to do so. Furthermore, they strategically surround themselves with enablers that allow the misconduct.

Most people have an inclination to revere celebrities. However, because of the exposure of bad behavior from social media outlets, the public has made it clear they are no longer willing to forgive individuals that do not respect or honor others, regardless of their status. The good news is that once we have identified this disorder, we can consciously make choices to make others aware of it and, when we are able, expose the behavior to affect positive change. In addition, we can avoid becoming involved with these kinds of people or the brands they represent.


How Emotional Intelligence Shapes Ethical Perceptions

The ability to distinguish and administer information from perceptions, stimuli, and emotional cues defines a person’s emotional intelligence (EQ). The EQ of a person plays a key role in the development of an individual’s ethical perceptions in both personal and business relationships. A person’s cognitive ability, or beliefs and perceptions about any given situation, for instance, can influence the way they judge, react, and respond to their environment. It also plays an important role in discerning how satisfied they are with their lives and career choices based on their values and what they comprehend as acceptable and unacceptable behavior.

An individual’s attitude and values, for example, reflects their predispositions toward other people, objects, concepts and events. Baack (2012) also reveals five key components that divulges a person’s emotional intelligence: (a) self-awareness, (b) self-management, (c) self-motivation, (d) empathy, and (e) social skills (Baack, 2012). He further suggests that the ability to manage personal emotions and impulses is the defining component of self-management. This element helps a person solve issues without relying on emotions to govern the thinking and decision-making processes. Individuals without suitable self-management skills, for instance, typically experience more challenges interacting in social situations. In other words, people who lack self-awareness are usually unable to pick up on the feelings and emotions of others. This inability to relate to others can make it difficult to get along with them. All of these are components help shape an individual’s perceptions of what constitutes ethical behavior.


Self-motivation is also an important factor in defining emotional intelligence. It reveals strength of character in a person’s ability to persist even after they fail. In fact, I have found that it is a key element that can help determine success or failure. For instance, there are many times when each of us experience self-motivation issues for various reasons, especially without the influence of a team, supervisor, or mentor to assist in the motivation process. Self-sufficient individuals, therefore, rely heavily on discipline techniques like time management and goal-setting strategies to keep themselves on track. To help me during those times, I incorporate activities that are inspiring and uplifting. This strategy helps energize new levels of enthusiasm and keeps me focused. They also serve to help to strengthen an individual’s: (a) self-concept, (b) self-esteem, (c) self-efficacy, (d) self-monitoring, and (e) emotional intelligence. People with lesser degrees of discipline and self-management practices, however, tend to experience reduced life coping skills, and may even have difficulty functioning effectively in social settings.

In conclusion, as America gets ready to make important choices as to who is best suited to run this country effectively with ethical competence, whether they are well liked or not, many will and should base their decision on the individual’s ability to garner high levels of trust and respect, in spite of the fact that not all policies and regulations enforced will be popular. If that leader is not acknowledged or venerated on some level, it will be difficult for that administration to achieve their objective goals or yield high levels of success, let alone maintain a competitive edge in the global arena and still manage ethical issues.

Well, that’s a wrap for this week! Until next time … keep enhancing your leadership skills!


“At its best, leadership development is not an “event.” It’s a capacity-building endeavor. It’s a process of human growth and development.”

– Linda Fisher Thornton, 7 Lenses Learning the Principles and Practices of Ethical Leadership


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For more information on Media Magic’s digital publications, or to purchase any of our Business Life audio book titles, please visit’s new feature called “Author Central” to view:

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Baack, D. (2012). Organizational Behavior. San Diego: Bridgepoint Education, Inc.

Berry, M. A. (2013). Ethics in the Real World. USA: Kindle Direct Publishing.

The Ethics of Leadership

Published February 2, 2016 by Mayrbear's Lair


Our focus this week is centered on ethical leadership as we focus on the 2016 Iowa Caucus. During this time, American citizens are constantly bombarded with messages from hopeful candidates who are competing for the opportunity to become the next President of the United States. As a result, citizens will closely scrutinize the leadership abilities of these hopefuls to help them make the best decision as to which candidate to support in the upcoming election.

In the corporate world, executives and business thinkers believe that ethical competence is a significant leadership skill for running an organization. What does that mean? Simply put, it is a person who runs an organization displaying good character in the decision making process.  Plus, leaders with ethical competence, will engage in conduct relying on right values and set a positive example for others. In addition, they are more likely to have the confidence to resist temptations that may occur. Jack Canfield (1997), co-author of Chicken Soup for the Soul, states that, “Understanding what constitutes confidence can help you possess it” (Canfield, 1997, p. 3). In other words, a leader with ethical competence, will engage mindfully in ethical conduct with confidence, with results that yield higher performance levels.

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In recent times, a typical portrayal of business executives is often viewed as greedy, and competitive. In fact, many seem to be driven by ego and expanding their generous compensation plans.  In the meantime, most will agree, that the basics of capitalism, which include personal gain associated with risk and rewards are ethically acceptable concepts. Business leaders tend to become the focus of criticism however, through the revelations of scandalous outcomes, questionable behavior as well as their outrageous compensation packages.  As a result, companies are under extreme pressure and unparalleled scrutiny to restructure the criteria for what constitutes ethical leadership with emphasis on: (a) behavioral accountability, (b) decisions that affect the enterprise, and (c) establishing reasonable executive compensation – an intensely complex topic that in its simplest terms focuses on the alignment between executive pay and performance.  Adding to this is the pay gap between boss and workers, as well as the difference in salaries male executives receive as opposed to their female counterparts, that many find difficult to comprehend as ethical.  While incentives intrinsically motivate top performing executives, arguments and ethical controversies about high sums paid for executive salaries are still rarely discussed.


The Ethical Leadership Factor

In my publication, Ethics in the Real World (2013) I state that a person who has no one to answer to can become a dangerous individual. In other words, unlimited power without unlimited compassion can encourage unlimited corruption. In addition, it can lead to the development of personality disorders, rendering individuals with an inability to recognize inappropriate behavior. In fact, they can become so disturbed that they are unable to see they have a problem (Berry, 2013). This seems to be the case with Republican contender, Donald Trump. The type of behavior he has been displaying during his candidacy, which includes the “toxic” rhetoric he spews, and his recent decision to refrain from appearing on the last presidential debate because of his personal conflicts with certain staff members at the Fox News Network, clearly makes citizens think twice about the kind of leadership he will provide should he be elected as the next U.S. president.


Leaders and Personality Disorders

It is evident that the demand for ethics in leadership is rising, yet resources remain low as evidenced by the current global conditions.  This is because the current generation of leaders seem equipped to navigate rather than inspire and guide.  Another component that people have encountered and coped with are leaders who suffer from character and personality disorders. Character disorders play a role in distorting an individual’s perceptions of what constitutes right and wrong behavior. One of the most noteworthy, yet least understood of these, is Narcissistic Personality Disorder (NPD). Individuals with this condition display an inflated sense of self-importance, are extremely self-preoccupied, and have a tendency to self-worship. Unfortunately, according to family therapist Eleanor Payson (2002), NPD is an all too common affliction among those who wield great political and corporate power in contemporary society. The complete self-absorption of an NPD person results in unethical behavior with a treacherous propensity to devalue those within their sphere of influence, either subtly with condescension, or openly with criticism (Payson, 2002). Although these individuals experience high levels of success as productive top performers in their field, there is a side of their personalities that disclose deeply disturbing behavior. Individuals like this, urge us to acknowledge that there is a side of them that lacks emotional intelligence, made evident by the actions and choices they make which result in their devaluing others by their reckless behavior, which, in turn, can have a profound effect on their lives and careers and also affect how the public views them.

We will continue this discussion on Thursday. Until then … keep working on enhancing your leadership skills!


To be an ethical leader is indeed to be different. This kind of leader acknowledges the complexity of running a responsible business, yet tries to do it anyway.”
― Andrew Leigh, Ethical Leadership: Creating and Sustaining an Ethical Business Culture


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Berry, M. A. (2013). Ethics in the Real World. USA: Kindle Direct Publishing.

Canfield, J. (1997). What’s holding you back? New York: St. Martin’s Press.

Payson, E. (2002). The wizard of oz and other narcissists (3rd ed.). Royal Oak, MI: Julian Day Publications.

Increase Employee Performance (Conclusion)

Published January 28, 2016 by Mayrbear's Lair


On Tuesday we shared five of ten tips from executive coach, Thomas Haizlip’s (2008) article entitled, “Employee Motivation – 10 Tips to Boost Job Performance.” The article is meant to help leaders motivate employees to achieve higher performance levels. Today we conclude our discussion on this topic by sharing the last 5 tips of his article.


6. Increased Responsibility

“We all know that some employees lack ambition and have no desire to advance on the job, but the vast majority of workers want a chance to take on more responsibility and add more value to the organization. Always be aware of opportunities for training that will equip your employees with the skills and tools they will need to advance in their career. Always try to fill open positions with internal applicants before looking for an outside candidate. This will create a culture of career development and preserve institutional memory and organizational knowledge so that it can be transferred to rising employees as they advance in their own career.”


7. Good Wages

“Robert Bosch, founder of the world’s largest automobile parts supplier, said, ‘I do not pay good wages because I have a lot of money; I have a lot of money because I pay good wages.’ If you want motivated, high productive employees you have to pay such people according to their ability and performance. Good employees are motivated by more than just good wages, but never allow low wages to be the wedge a competitor can use to steal away your best people.”

8. Good Working Conditions

“If you want to get the most out of people you need to create an environment that facilitates success. At the minimum, you must offer a safe, clean, and sanitary work site. To get the most out of employees, help them take pride in their work space even if it is only a cubicle or workstation. Allow people to personalize their own work sites with photos or small trinkets so they will feel like they have a place that belongs solely to them.”

Team Concept

9. Being Part of a Team

“Being part of a dysfunctional team is an emotionally draining experience that results in low morale, low productivity, and high turnover. The great coach, Vince Lombardi, once remarked, ‘Individual commitment to a group effort — that is what makes a team work, a company work, a society work, a civilization work.’ We are all social beings and we all want to be part of a healthy team where we can give and receive support, help, and encouragement. Organizations can harness this natural human desire by aligning employee efforts to achieve goals that are mutually beneficial to both the organization and its employees.”


10. Help with Personal Problems

How many times have you heard about a bad boss who told their employees to leave their problems at the door so they could focus on their job? Unfortunately, they probably left their motivation and productivity at the door as well. Smart managers know that it is not their job to be a counselor or therapist, but it is there job to recognize when one of their employees is having personal problems that are affecting their job performance. They need to have open lines of honest communication so that employees can feel encouraged to ask for help and then be directed to their Human Resources Department or their Employee Assistance Programs” (Haizlip, 2008).

Well that’s it for this week. Until next time … stay organized!


Believe in yourself! Have faith in your abilities! Without a humble but reasonable confidence in your own powers you cannot be successful or happy.
Norman Vincent Peale


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Haizlip, T. (2008, February 26). Employee motivation: 10 tips to boost job performance. Retrieved March 7, 2015, from—10-Tips-to-Boost-Job-Performance&id=1011144

10 Tips to Increase Employee Performance

Published January 26, 2016 by Mayrbear's Lair


Happy New Year Everyone! We’re back today with new posts after taking some time off for the winter break. This week the topic of focus is centered on how leaders can increase employee performance by utilizing the power of motivation.

When I studied organizational behavior for my Master’s degree at Ashford University, we were asked to focus our research work on the power of motivation. In doing so, I discovered a wonderful article called, “Employee Motivation – 10 Tips to Boost Job Performance,” written by executive coach, Thomas Haizlip. The article revealed 10 Tips to help leaders motivate employees and increase their productivity.

In the article, Haizlip purports that employee motivation and productivity can be enhanced and improved when leaders create work arenas that maximize the various components which affect performance outcomes. These components are easy to comprehend, simple to observe and measure, and add enormous value to any leader open to utilizing them. Below are five of Haizlip’s 10 tips which he suggests will help leaders inspire their employees to become energized and motivated to produce the best outcomes possible.


1. Interesting Work

“Intrinsic motivation comes from the shear joy and pleasure of doing a task. When you read a great book, no one has to pay for each page you read. It is a pleasure to learn how the story unfolds and watch the plot develop. It is the same way with employee motivation. To maximize employee performance, find out what employees like about their jobs and then try to add more tasks that align with their own natural interests and talents.”

2. Appreciation & Recognition

“William James said, ‘The deepest desire in human nature is to be appreciated.’ It does not matter how much you pay someone, everyone want to know that their efforts are being seen and appreciated, especially by their manager. Don’t just send them a thank you e-mail – that just means you care enough to hit the ‘Enter’ key. If you really want to thank someone buy them a real ‘Thank You’ card and describe how their behavior and performance has added value to the team and organization. Make it a point to catch people doing things right and they will inevitably do things right more often.”


3. Feeling Involved In the Work Process

“Research shows that when people get to participate in creating a system or process, they are much more likely to follow it than one simply imposed upon them by an outside expert. Recognize that the people doing the job have the knowledge of how things can be done better, faster, and cheaper. If you want them to tell you, then make it easy for them to offer suggestions and reward employees who contribute ideas that add value to the bottom line.”

4. Achievement

“Napoleon once remarked, ‘It is amazing how willing men are to risk their lives for a little bit of tin and ribbon to wear upon their chest.’ Awards and prizes can serve as a great motivator to harness the power of healthy competition. It is always better to use rewards that are meaningful and inspiring. When an employee exceeds your expectations, then make sure you recognize their achievement. On the day someone retires, they will pack up these awards and prizes to serve as fond reminders of a wonderful career.”


5. Job Security

“If everybody had what it takes to be an entrepreneur, then there would be no General Electric or Toyota and we would all be buying products from artisans and craft workers. Thankfully, many people prefer to be part of a large organization and can be more productive when they get to focus on doing their job instead of worrying about developing a business plan or marketing strategy. Telling people that they are lucky to have a job creates an atmosphere of fear and worry that decreases job performance. Instead, tell your employees that the company is lucky to have such a skilled and committed workforce and people will take pride in their work and their company” (Haizlip, 2008).

On Thursday, we will conclude this discussion with Haizlip’s last 5 tips to increase employee performance harnessing the power of motivation. Until then … stay organized!


In order to succeed, we must first believe that we can. – Nikos Kazantzakis


Marie review Breaching


For more information on Media Magic’s digital publications, or to purchase any of our Business Life audio book titles, please visit’s new feature called “Author Central” to view:

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Haizlip, T. (2008, February 26). Employee motivation: 10 tips to boost job performance. Retrieved March 7, 2015, from—10-Tips-to-Boost-Job-Performance&id=1011144

Winter Break

Published January 22, 2016 by Mayrbear's Lair



We cannot stop the winter or the summer from coming. We cannot stop the spring or the fall or make them other than they are. They are gifts from the universe that we cannot refuse. But we can choose what we will contribute to life when each arrives.

Gary Zukav


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Winter Break

Published January 20, 2016 by Mayrbear's Lair



Winter is a season of recovery and preparation. –  Paul Theroux


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Martin Luther King, Jr. Day

Published January 18, 2016 by Mayrbear's Lair


Happy Martin Luther King, Jr. Day everyone!

Mayr will return next week with all new posts! However,  due to her demanding schedule as the Publications Writer at the College of Southern Nevada’s Performing Art Center we will be posting every Tuesday and Thursday, instead of Monday, Wednesday and Friday! Until then … stay organized!


The function of education is to teach one to think intensively and to think critically. Intelligence plus character – that is the goal of true education. – Martin Luther King, Jr.


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