In arriving at solutions to ethical dilemmas, leaders can make an extra effort to monitor their reaction to the problem. By asking themselves questions, they can evaluate a response with greater care. A large part of this self-evaluation should be aimed to avoid what many would consider an initial “moral intuition.” Such an intuition can be problematic if a leader trusts his instincts in a sensitive situation and isn’t mindful of all the elements.
In an article by Rebecca Hastings, SPHR, ethics in leadership is evaluated.
Hastings, making reference to Cris Wildermuth, SPHR, assistant professor of adult learning and organizational performance at Drake University, lists a number of questions leaders can ask themselves when they arrive at an ethical decision.
- “Did I reach the decision freely?
- Did I consider alternative decisions?
- Does the decision feel authentic and match my personal code of ethics?
- If the circumstances were different, would I still make the same decision?”
In business, doing what may at first appear to be the “right thing” may not be in the best interest of the company and all individuals involved. With reflection and oftentimes consultation with others, particularly human resources, a leader can arrive at an optimal solution. Better answers are responses that are carefully considered. With these questions, leaders can keep themselves in check.