BUSINESS ETHICS

Assignment
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Business Ethics

Robert Nardelli was heavily criticized for his leadership style and methods he used during his tenure as CEO of Home Depot. Using your readings for this week, along with outside research, describe his style of leadership and take a position on whether you think his actions rose to the level of being unethical. 

Write a three- to four-page paper (excluding the title and reference pages) addressing the following in your paper:
a.Clearly describe Robert Nardelli’s leadership style in terms of Leadership Theory, incorporating the following theories within your paper: ?Trait Theory
?Behavioral Theory
?Situational and Contingency Theories

b.State whether his actions were ethical or unethical. 
c.Cite the text material and research that support your position.

Your paper must use a minimum of three scholarly sources, in addition to the textbook. Your paper must be formatted according to APA style as outlined in the Ashford Writing Center.
           



Business ethics
Lourdes Rojas
BUS 610: Organizational Behavior
Instructor: Karen Beiser
May 5, 2014



















































































REFERENCE


Additional Requirements 

Min Pages: 2 
Max Pages: 4 
Level of Detail: Only answer needed 
Other Requirements: Book: BUS 610 Organizational Behavior
Donald Baack
chapter 8 summary;
Leadership is influencing the behaviors of individuals and groups to work toward predetermined goals. Effective leaders influence behaviors in positive ways. The various categories of leadership theories include the trait, behavioral, situational, and contingency theories, and an eclectic set of recent theories.

Leader traits are physical and personality characteristics that differentiate leaders from followers. The assumption from the great man theory that some are simply born to lead due to various traits has been discredited; effective leaders come in all shapes, sizes, nationalities, age groups, and levels of attractiveness, and from both genders. Early evidence suggested that some of the Big Five personality factors are predictive of becoming a leader; however, it has been shown that they do not predict effective leadership.

Behavioral theories developed at the onset of World War II sought to identify specific behaviors associated with successful leadership, which would then make it possible to train employees to become more effective leaders. The Michigan study identified job-centered or production-oriented managers and employee-centered leaders, arguing that people-oriented leaders would build better teams and create a better workplace environment. The Ohio State study categorized leader behaviors as those that initiated structure (production focused) and showed consideration for others (people focused), suggesting that leaders who exhibited both types of behaviors would be more effective. The leadership grid argued for essentially the same type of managerial style. The most recent behavioral approach incorporates leader developmental activities into the primary dimensions and proposes a relationship between those behaviors and positive organizational outcomes.

The situational and contingency models suggest that no one universal style of leadership will be most effective. Situational theories propose adapting leader style from task oriented to relationship oriented dependent on the situation. The contingency approach recommends task-oriented (low LPC) leaders for situations with low or high control and relationship-oriented leaders (high LPC) for situations exhibiting moderate levels of potential control. Hersey and Blanchard's situational leadership model suggests alteration of leader style based upon employee readiness.

Recent trends in leadership theory include an eclectic set of ideas and models. The substitutes for leadership approach discusses limitations of the ability of a leader to function and circumstances under which other forces take the place of leadership.

Leader-member exchange theory suggests that leaders create in-groups of followers they favor and outgroups of those they do not. The vertical dyad linkages model suggests that followers observe the in- or out-group status of their leaders with those of higher rank. When in-group status is perceived, followers become more willing to build in-group relationships with their leaders and see those leaders in a more favorable light.

Path-goal theory suggests that leader behaviors will be modified by environmental contingency factors and subordinate contingency factors, and this should be accounted for when predicting organizational outcomes and success. Leaders can adapt their styles to fit with the circumstances they encounter.

Transformational leaders engender trust, seek to develop leadership in others, exhibit self-sacrifice, and serve as moral agents, focusing themselves and followers on objectives that transcend the more immediate needs of the work group. Charismatic leaders increase levels of performance and satisfaction in followers by establishing and communicating a vision while building bonds with followers. Level 5 leadership combines individual capability, team skills, managerial proficiencies, and motivational skills with personal humility and professional will.


also: No copy and paste or plagiarism or giving me someone else documents because this schools checks for all that. 
wk4 : Required Resources

Read the following chapters in Organizational Behavior:
1.Chapter 8 - Leadership
Articles

Charan, R. (2006). Home Depot’s blueprint for culture change. Harvard Business Review. 84(4), 60-70. Retrieved from EBSCOhost database.

Grow, B., Foust, D., Thornton, E., Farzad, R., McGregor, J., & Zegal, S. (2007). Out at home depot. Business Week. 
Retrieved from http://www.businessweek.com/stories/2007-01-14/out-at-home-depot 

Stark, A. (1993). What's the matter with business ethics?. Harvard Business Review, 71(3), 38-48. Retrieved from EBSCOhost database.

Website

The Story of Steve Jobs: An Inspiration or a Cautionary Tale? (http://www.wired.com/business/2012/07/ff_stevejobs/)