Management: Codes of Ethics and Leadership Styles

RUNNING HEAD: MANAGEMENT
MANAGEMENT
Name of Student
Name of University
Author note

MANAGEMENT1
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

MANAGEMENT2
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