The development of ethical boundaries in the business environment has also been accompanied by the proliferation of novel avenues in the discussions regarding the realization of ethics in layoff processes. The critical reflection on the debate presentation enabled me to reflect comprehensively on the approaches used for identification, assessment, argument and rebuttal of the information presented in the same. My reflection would also comprise of specific references towards presenting an impression of the ethical climate within the group as well as obtaining a clear interpretation of the significance of ethical leadership in an organizational as well as group environment.
Before the critical reflection, I need to review the contents of the debate regarding an ethical issue associated with the ambiguities arising at the time of layoffs. The debate is aligned in two directions among which one signifies for and the other perspective is against the layoffs for economic profits of organizations. Layoffs are generally implemented in organizations during times of crisis and the preferences for layoffs are largely based on the perception of short term gains for the organization while ignoring the impact on the national economy the and long term productivity of the organization (Cappelli, 2016). Furthermore, the weaknesses of individual arguments were also presented to me in the debate presentation which could be considered an essential element for the critical reflection.
The different approaches followed by the team members for identifying, assessing, argument and rebuttal could be considered a significant basis for ethical leadership. Ethical leadership is associated comprehensively with the leadership theories characteristics that could be identified in the form of transformational leadership, authentic leadership, responsible leadership and servant leadership (Cohen, 2009). Transformational leaders are associated with descriptions as catalysts for positive change at all levels of an organization’s management.
The moral commitment of a transformational leader is vested in the welfare of the organization and the people in the organization. The characteristics of a transformational leader were some of the essential highlights that could be observed from the critical reflection on the subject of layoffs and their suitability for the economic prosperity of the organization (Chang et al., 2017). The identification of arguments made against saving people’s jobs was reflective of the provisions for safeguarding the profit margin of the organization alongside facilitating opportunities for improving profits in crisis scenarios. Furthermore, another fact that was identified in the debate by me, pointed toward the fact that the compensation provided to people subjected to layoffs was a form of ethical behaviour on behalf of the employers.
The assessment of the arguments presented some insights into personal levels of ethical learning which suggested the implications of underlying conditions such as the requirement of operational and business reforms to prevent business failure and economic crisis (Chan & Pun, 2010). The arguments by me also provided a suitable indication of the possibilities of solving the problems of layoffs through reduction of wages that would contribute to the resolution of situations where the organization is subject to financial disruptions.
The distinct ethical perspectives implemented by either party involved in the debate were considered productive insights for learning ethical thinking. The justification for the statement could be provided only by following the ethical criterion necessary for solving a specific problem.
The scope of ethical thinking is not only limited to the demarcation between right and wrong but also extends to the provision of systematic, rational approaches for resolving dilemmas in conflicting scenarios (Gittell et al., 2006). Therefore the individual position on the issue indicates that layoffs should be accepted as the most effective option for sustaining the profit margin of an organization. This position can be supported by referring to the sources such as financial reports of large companies such as Foxconn and Microsoft that indicate the effectiveness of layoffs for the companies during the financial crises (Chang et al., 2017). The counterargument that can be presented for the stated position refers to the concept of lifeboat ethics that implies measures such as wage reduction and reform in organizational structures and operational framework. However, the implications of ethical leadership could be used to address the scenario observed in such cases.
Group Ethical Climate
The group ethical climate was observed in the context of the personal validation of individual members about the actions of other members from an ethical perspective. The power vested in the influence of team members and their ethical considerations for leadership could be derived from normative leadership theories. The authentic leadership aspects could be validated on the grounds of a personal understanding among the different members of the team as noticed in the debate presentation (Chan & Pun, 2010).
The components of authentic leadership include self-awareness as the mandatory aspect of ethical leadership and improved knowledge as well as trust regarding self. The other components include references towards internalized moral perspective and relational transparency identified in the form of regulating behaviour through reflection on the experience during the debate presentation. The relational transparency would be associated with presenting the authentic self to other individuals as well as the prospects for considering sustainable and ethically compliant standards of organizational performance. The communication of equality, authority, courtesy, respect, diversity, integrity and honesty were provided in the form of guidelines that lead to an accountability plan (Gittell et al., 2006).
The establishment of specific norms is associated with authority, courtesy and respect which could be considered as particular implications towards the depiction of tolerance and self-control attitude as well as utilizing personal powers anointed according to responsibilities for respecting the rights of all individuals.
As per Chan & Pun (2010), the implications of authentic leadership could be associated with the aspects of impartiality and fairness alongside determining barriers against unlawful and unfair practices that could be presented as appropriate validation for the ethical climate within our team (Chan & Pun, 2010). It is also essential to consider the implications of communicating the necessity of the elements of honesty and action with integrity. As per Gittell et al (2006), the identification of ethical leadership in the climate of the team member and the perspectives include comprehensive references towards systematic thinking, critical thinking as well as external perspective for the situation (Gittell et al., 2006).
The reflection on the approaches followed for identification, assessment, argument and rebuttal of the points presented in the debate in the group activity and determining the contribution towards personal ethical learning. The particular insights into the reflection could also present an illustration of the development of ethical leadership in the group activity.
Cappelli, P. (2016). How Layoffs Hurt Companies. Retrieved from http://knowledge.wharton.upenn.edu/article/how-layoffs-cost-companies/.
Cohen, R. (2009). When Layoffs Are Immoral. Retrieved from https://ethicist.blogs.nytimes.com/2009/05/26/when-layoffs-are-immoral/.
Chang, Y. J., Goetz, M., McCurdy, K., Meyer, E., & Shah, T. (2017). Microsoft Groove Evaluation Project-Final Report.
Chan, J., & Pun, N. (2010). Suicide as a protest for the new generation of Chinese migrant workers: Foxconn, global capital, and the state. Asia-Pacific Journal: Japan Focus.
Gittell, J. H., Cameron, K., Lim, S., & Rivas, V. (2006). Relationships, layoffs, and organizational resilience: Airline industry responses to September 11. The Journal of Applied Behavioral Science, 42(3), 300-329.Order Now