This week our posts take a closer look at how ethics can fuel a leader’s desires. In one of his online sessions, New York Times best selling author and alternative medicine practitioner, Deepak Chopra (2015) compares our deepest, most heartfelt desires to stars in a constellation. He asserts that these desires can be compared to brilliant, twinkling lights that help create pathways to our true destinies. He further suggests that it is our soul’s mission to connect with, relish, and achieve these desires so that we can live our lives to the fullest while offering our greatest contributions to the world. In fulfilling our heart-held dreams, Chopra purports that individuals can flourish as they serve others and themselves, especially if they do so from a place of happiness, generosity, and love (Chopra, 2015). However, many in today’s society face discordant conditions and get so fed up, they disconnect from their emotions to embrace an attitude of surrender, thinking, “Oh, what’s the point?”
In my ebook, Ethics in the Real World (2013) my research work revealed that ethical issues come up in all levels of life, both personally and professionally, as individuals are forced to confront all kinds of situations in their relationships with colleagues, employees, clients, and members of society as a whole (Berry, 2013). Generally, ethical courses of actions are clear and most people and businesses engage in appropriate conduct. There are, however, exceptions that arise when uncertainty about ethical obligations occur in certain scenarios or when the consideration of ethics come into conflict with the practical demands of an organization. For instance, a sales rep may not be clear about how much data they are obligated to provide with respect to delayed orders. Likewise, a Director of Research may feel pressured to remove a staff member to complete a project that may lead to discrimination issues.
In the book, Ethics and the Conduct of a Business, J.R. Boatright (2009) postulates that when deciding on ethical courses of action, many leaders rely on the rules of right conduct which are implemented in daily life. Concepts like deception is wrong, whether it is directed towards a friend or colleague. In addition, corporations are also obligated to avoid issues of discrimination or cause harm to their consumers. In the interim, organizational activity may have policies in place that limit the applicability of an individual’s ethical views. This is because in a business arena, staffers face circumstances that are abundantly different from those they face in daily life. In short, the roles of obligation placed on us at work are different than they are in our personal lives. A CEO, for instance, of a large corporation, has responsibilities to a wide variety of groups, including employees, stockholders and the communities as well.
Ernest Holmes (2001) postulates in his book, 365 Science of Mind, that when a person has the feeling of giving up, that is the best time to take action (Holmes, 2001). In other words, the most successful leaders will recognize this as an opportunity for growth, and with a deep seeded desire to circumvent their fears, they will use this desire as the fuel to engage in positive action. In other words, rather than giving up and throwing in the towel, the most effective leaders have the ability to recognize something in that situation that is greater than the condition and use their power to seek solutions.
That’s it for today! On Thursday, we will continue this discussion as we examine two distinguishing features that help define business ethics. Until then … stay organized!
Enlightened leadership is spiritual if we understand spirituality not as some kind of religious dogma or ideology but as the domain of awareness where we experience values like truth, goodness, beauty, love and compassion, and also intuition, creativity, insight and focused attention.
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Berry, M. A. (2013). Ethics in the Real World. USA: Kindle Direct Publishing.
Boatright, J. R. (2009). Ethics and the conduct of business. New Jersey: Pearson Education.
Chopra, D. D. (2015). Who am I. Retrieved February 27, 2016, from chopracentermeditation.com: https://chopracentermeditation.com/experience/index/5
Holmes, E. (2001). 365 science of mind. New York: Penguin Group.