"Never take from the people you lead"

by Dr Paul Vorster | Published on 25 July 2017 for The Ethics Institute monthly newsletter

Being an industrial/organisational psychologist by profession, and working for years in the field of selection and assessment of leaders in industry, I have come across a large diversity of opinions about leadership. And the truth is, the more I have learned about different perspectives of leadership, the more confused I have become. It seems that everyone has an opinion on leadership: what it is, what is should be, and what it is not.

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"Get the ethics right, and you will always be compliant"

by Liezl Groenewald | Published on 25 July 2017 for The Ethics Institute monthly newsletter

Companies the world over often struggle to balance ethics and compliance. Those that are regulated often see compliance as pre-eminent. Yet many have come to recognise that to build a positive corporate culture it is important to establish the right mindset. That mindset, which should be based on an ethical framework of corporate values to guide decisions and behaviours, will be encouraged by the creation of a separate ethics function and will lead to better compliance as a result.

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Thoughts on Peace Building

Liezl Groenewald recently attended the 7th Annual Conference of the International Society for Military Ethics in Europe (EuroISME).  The theme of the conference ‘Restraint in War: Essential for a Just Peace?’ lent itself to interesting discussions about the relation between restrained behaviour on the battlefield and ius post bellum (conduct after war)

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7th Annual Ethics Conference reflections

It is a given that the tangibles of conferences are always going to be heavy. I have never attended one that didn’t clearly involve extensive prior organising and lugging. But what about the intangibles? What is an acceptable level of “heaviness” in the material to which delegates are exposed?

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Leadership Derailment

In the last few articles, we discussed “toxic leadership” (also referred to as destructive leadership) and presented their characteristics, as well as the characteristics of their followers and colluders.  However, toxic leaders are relatively rare. It is estimated that approximately 3 to 5% of the general population have psychopathic/sociopathic tendencies. Even fewer of these individuals are high-functioning enough to enter positions of power and survive political processes in organisations. More often, destructive leadership is confused with psychopathy/sociopathy. In fact, all leaders have destructive tendencies to some extent and often these tendencies are not related to sociopathy/psychopathy, but rather, to general personality characteristics.

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Toxic Leadership: Protecting the Organisation from Toxic Leaders and Colluders

In the article entitled “What are the characteristics that define toxic leadership” we speculated about the nature of Zuma and whether he fits the mould of a toxic leader. In light of recent developments, it becomes hard not to admit that Zuma has the characteristics of a toxic leader of which the defining characteristic is the damage he has done to the South African economy (toxic leaders tend to harm over the long-term).

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Toxic Leadership: The Characteristics of Colluders

In the last article on toxic leadership, we delved into the characteristics of susceptible followers. In this article, Dr Paul Vorster looks a little more closely at colluders and differentiates them from susceptible followers by understanding their motivations and describing their behaviours.

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Toxic Leadership: Characteristics of susceptible followers

It is interesting that toxic leaders are able to entrench themselves so quickly in organisations. If we look at some toxic leaders from the past it becomes evident that these individuals could never have reached the heights of their power without a solid follower base and colluders who helped them to meet their goals and gain power.

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Not a headline

This is a “how-to” on keeping your organization's ethics problems out of the headlines - not by hiding them from view but by preventing them from getting big enough to be "newsworthy". 

 ©Frank J Navran

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15th Annual BEN-Africa Conference held in Stellenbosch

BEN-Africa held its 15th annual Conference on Governance, ethics and African development, at STIAS, Stellenbosch from 9 to 10 November, in conjunction with KPMG-SA.

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2016 seminar on Chinese language and culture for south to south cooperation from developing countries.

The Ethics Institute was provided with an opportunity to have a representative of the organisation attend a three-week seminar in Beijing, China, sponsored by the Ministry of Commerce of the People’s Republic of China.

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What are the characteristics that define toxic leadership?

In South Africa, citizens are struggling with general corruption among its ruling elite and everyone it appears are on a veritable witch-hunt for corrupt leaders in the country after the publication of Thuli Madonsela’s “State of Capture” report. For these reasons and many others, it becomes important to ask a few questions.

 

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