Management: Codes of Ethics and Leadership Styles

This document discusses the importance of codes of ethics in organizations and explores different leadership styles in management. It highlights the challenges faced by managers in maintaining ethical behavior and addresses issues such as gender bias and communication barriers. The document also provides insights into transactional, transformational, and visionary leadership styles at different levels of management.

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Name of Student
Name of University
Author note

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In my organization, the codes of ethics seem very rational and well filed. The
government policies, customer policies are well and the trade policies are ethically followed
and the organization. The codes are based primarily on elevating the levels of trustworthiness
amongst the employees and the stakeholders Secondly, promoting and preserving the culture
of mutual respect. Thirdly, taking up self-responsibility while justifying decisions being
taken, is as important as maintaining fairness while taking the managerial decisions (Sims,
1992). A conduct of justice and fairness is an integral part of organizational ethics and is
practiced as a vital component in my organization’s culture. My organization which
cardinally deals with IT software, adheres to the four main codes of development that is
content, the creation, the implementation and its administration. My organization has been
strictly conducting these audits every two months in order to assess the level of ethical
practice being practiced in the organizational culture. The audits make sure that the ethical
codes are in practice and certain steps are always initiated in order to derive compliance with
the same, from each and every employee. There are certain complex issues though that I have
faced as a manager that is non-adherence to organizational codes, mostly when they it comes
to act ‘fair’ with the clients in terms of business and servicing. This challenges with the form
of ethical behavior or non-ethical behavior exhibited mostly lies in somewhere in the grey
shades. My job requires pushing my sales team to get in more revenues for the organization
and they have some target that they have to meet every month. In order to meet these targets,
my team executives take up certain ‘unethical practices’ such as selling the products at higher
than set prices to the clients and this is quite a huge challenge to eliminate this sort of
malpractice from the professional sphere. As my company is multinational, certain acts like
‘Foreign Corruption Practices Act’ and others plays a huge role in chaperoning my
company’s ethical code of practice. In my organization, gender bias and work-pay difference
between male and female employees pended a great threat to my organization’s ethics and I

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personally, along with a couple of managers from other departments took up this ethical
misconduct as a challenge and we worked towards the same, shifting the dynamics of the
work policies towards more justice and fairness. In the same way though, I would like to
eradicate malpractice from my organization and I have already started to implement certain
tactical strategies in functioning of my team. Communication barrier, unrealistic targets
imposed on the new employees are the major challenges that I have faced so far.
In the low level management (Malano & van Hofwegen, 2018) - Transactional
leadership is most effective as per the researches and the transactional leader, in strict sense
of his daily practice (Deichmann & Stam, 2015), does lead his team with a direct approach of
positive and negative reinforcement and at times, rewards and punishments. In transactional
leadership, the leaders direct the executives in a direct way that is equivalent in a way of
telling a person of what he or she needs to do. Hence, a transactional leader must be
outspoken, extrovert, rhetorical (Bruhn, 2019), decisive, a critical thinker (Paul & Elder,
2019) and must have the correct balance of logical and emotional intelligence as this position
requires dealing directly with new employees working in the client servicing team or the
sales-force (Dartey-Baah, 2015). In the mid-level management, transformational leaders are
most apt to handle the kind of employees who work at this level. In this level, the employees
are mostly supervisors of the low level managements and mid-level management form a very
important bridge between the low level management and the upper level management. They
serve the communication tunnel between the founders and stakeholders (upper level
management) and the teams which are directly in touch with the market (low level
management). Leaders at the level needs to extremely tactical, analytical, should have strong
intrapersonal and interpersonal skills, a good mediator and should have very high problem
solving skills. These are the major leadership skills that should be present in a mid-level
manager. This is largely due to the fact that the policy makers (who are also the directors and

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chairpersons of the company) might formulate a plan which is unrealistic and does not fit to
the market scenario and in order to modify the plan and streamline the modified ‘line of plan’
from the senior level management to the low level management who will be actually
impacting the market – tactical managers at mid-level management are required. The leaders
serving at this level must be good communicators, they must have opinions to give to senior
as well as low level management and they play a very important role in maintaining the
integrity of the organisation and solving compliance issues. In a word, the mid-level
managers should be very good diplomats as well. Lastly, coming to the upper level
management, the leaders who generally happens to be the CEO and chief officers of company
along with the founders – they should have certain definable traits (Furnham & Crump,
2015). Firstly they must have a vision and a parallel vision if one of the two does not works
out. That is why the leaders at upper levels must be visionary leaders. They must be good
orators, good planners, pragmatic thinkers, skilled analyst, composed, empathetic (Kock,
2019), zealous and creative thinkers which maximal freedom of knowledge. They must be
able to dream a dream to which they actually know the way. They must acknowledge to level
of work done by the team and each and every individual contributing to best interests of the
organisation. More than good leaders, good employees make a good organisation and
maintaining the ‘goodness’ in people and not trying to regulate it – is the best possible way to
clutch onto success. A upper level manager must be thinking not only about the clients but
also about the employees who form the fundamental pillars of the company and they are
direct reasons that the company earn revenues. The three levels of management are equally
crucial to the functioning of company.

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References -
Bruhn, T. (2019). Rhetorical Ambiguity and Political Leadership: Ethos and Negotiation in
Fredrik Reinfeldt’s 2005 “Welcome to the New Moderates” Speech. Res
Rhetorica, 6(2), 19-32.
Dartey-Baah, K. (2015). Resilient leadership: A transformational-transactional leadership
mix. Journal of Global Responsibility, 6(1), 99-112.
Deichmann, D., & Stam, D. (2015). Leveraging transformational and transactional leadership
to cultivate the generation of organization-focused ideas. The Leadership Quarterly,
26(2), 204-219.
Sims, R. R. (1992). The challenge of ethical behavior in organizations. Journal of Business
Ethics, 11(7), 505-513.
Furnham, A., & Crump, J. (2015). Personality and management level: Traits that differentiate
lead
Kock, N., Mayfield, M., Mayfield, J., Sexton, S., & De La Garza, L. M. (2019). Empathetic
Leadership: How Leader Emotional Support and Understanding Influences Follower
Performance. Journal of Leadership & Organizational Studies, 26(2), 217-236.ership
levels. Psychology, 6(05), 549.
Malano, H. M., & van Hofwegen, P. (2018). Management of irrigation and drainage systems.
CRC Press.
Paul, R., & Elder, L. (2019). The miniature guide to critical thinking concepts & tools.
Rowman & Littlefield.

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