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