| Facilitative and positive leadership is linked to ethics in | | | | that mandated decision making and problem solving |
| management, and it begins with a solid understanding | | | | from above, and sought to remove the personality and |
| of the self. Some argue that the key elements to | | | | individual characteristics of its workers. Bureaucracy |
| positive leadership are self-awareness, self-discipline, | | | | and its rigid enforcement of rules and regulations was |
| and self-efficacy, which then leads to the servant | | | | strangling innovation and satisfaction within the |
| leader, who serves the corporation and the workers | | | | workforce. One solution is to eliminate the rule of |
| by focusing on corporate objectives and goals rather | | | | bureaucracy and allow workers more input into their |
| than personal goals. Self-awareness, has little to do | | | | jobs, which would create a sense of control over their |
| with contemplating one's navel high in the mountains of | | | | own destinies. His argument for empowerment as a |
| India. It is based on a genuine understanding of one's | | | | source of innovation is the foundation of much of |
| emotions and selfish tendencies, leading to emotional | | | | modern management and workplace theory. |
| control and emotional intelligence, the ability to see | | | | The ethics of management is tied closely to the pursuit |
| beyond personal aggrandizement and to display a | | | | of worker motivation, value acquisition and learning |
| managerial effectiveness that "does not vary" from | | | | principles. Management must serve the company. |
| situation to situation. | | | | Ethical managers must never serve themselves or |
| Technology has created a new, and younger, | | | | their own personal agendas. To increase ethics in |
| leadership corps that is well versed in technological | | | | management, managers can nurture and foster their |
| innovation, but not so knowledgeable in management | | | | teams and workers by improving performance through |
| and leadership skills. Psychological knowledge can | | | | the use of learning and value acquisition tools such as |
| bridge that gap by providing an understanding of | | | | seminars, tuition reimbursement for outside courses |
| human factors that are usually learned, if at all, through | | | | relating to work and job performance, and encouraging |
| years of on the job experience. These factors include, | | | | workers to gain transferable skills which will benefit |
| for example, body language, presentation of self, and | | | | their careers. Ethical managers do not practice |
| motivational theory. Many theorists argue that | | | | negative power and realize that educating a |
| American corporate culture was creating a Marxian | | | | workforce can only help meet the company's |
| like alienation in its white collar workers, who began to | | | | objectives and goals. |
| feel isolated and powerless in a bureaucratic world | | | | |