Organisations and Leadership: Ethical Implications of Digital Shift

This essay delves into the multifaceted process of transitioning organizations from traditional to digital or virtual models, examining the external forces driving this shift and the pivotal role of technology, including outsourcing and continuous improvement strategies. It addresses the importance of change management, knowledge management, and understanding boundary attributes like interface, permeability, and boundedness. The essay further explores leadership tactics essential for guiding this transformation, emphasizing the application of theories such as the Great Man theory and participative management styles to influence employee adoption of change. It also highlights the ethical implications of digitalization, including the need to uphold core values and comply with ethical codes of conduct, such as data protection. Finally, it provides insights into managing these ethical considerations, suggesting the implementation of ethical codes, research studies, and feedback mechanisms while considering different ethical frameworks, including the influence of a Christian worldview on ethical decision-making, with examples like lying and its permissibility in various situations.

Running head: ORGANISATIONS AND LEADERSHIP
Organisations and Leadership
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Table of contents
Process of shifting from a traditional organization to a digital/virtual organization.................2
Leadership tactics appropriate for use in shifting from a traditional organization to a
digital/virtual organization.........................................................................................................3
Ethical implications of shifting from a traditional organization to a digital/virtual organization
....................................................................................................................................................4
How to manage the ethical implications of shifting from a traditional organization to a
digital/virtual organization. How does the Christian worldview influence methods for
managing the ethical implications..............................................................................................5
References..................................................................................................................................7

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Process of shifting from a traditional organization to a
digital/virtual organization
There are many external forces, which compel the organizations to shift their focus
from traditional to virtual. In this context, technology plays an important role, which
transcends the boundary of the organization into a diversified form. One of the ways is that of
outsourcing, which enhances the scope and arena of the businesses. For this, there is a
transition period, which is taken into consideration for mapping the consequence (Detjen &
Webber, 2017). Within this period, estimations of the costs and quality play an important
role. Along with this, there is a traditional structure, where the management at all hierarchies
work towards accomplishing the goals and the objectives.
Continuous improvement strategies is one of an integral components of the transition
from the traditional to virtual. These strategies are aimed towards upgrading the learning
experiences of the employees regarding approaching the business operations. Conflicts are
inevitable in this process, which degrades the mechanisms of the distributed communities of
practice and virtual teams. Herein lays the appropriateness of the three key boundary
attributes, which governs the business mechanisms. These are interface, permeability and
boundedness (Uhl-Bien & Arena, 2018). Permeability reflects the flow of information within
the limited boundaries, which are centrally operated by the head office. Interface reflects the
communication between the firms and the agents within the stipulated boundaries. The
strategies reflects the kind of permeability.
One of the important aspect of transition from the traditional to virtual organization is
that of change management. This is done through the means of change management
strategies, theories and models for maintaining the balance between the unfreezing and
refreezing stages. Knowledge management is also conducted for embracing the transition in
an efficient and effective manner. For this, knowledge management systems are acquired.

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Surveys and feedbacks are collected from the clients and the customers regarding the plans
for transition. Carrington, Combe and Mumford, (2019) states that as the aim is embracing
innovation, therefore, technologies are cornerstone towards altering the outlook of the
operations. Latest software are used for bulk storage of the data in terms of preserving the
security, privacy and confidentiality in the information shared by the clients and customers.
Leadership tactics appropriate for use in shifting from a
traditional organization to a digital/virtual organization
Leadership tactics in the shift from the tradition to the digital organization relates to
convincing the staffs towards adopting the change. In this process, logical reasoning and
tactfulness is important for gaining respect, loyalty and dependence from the subordinates.
The leaders (managers) need to bear in mind that most of the employees are hesitant towards
embracing the change and prefer to cling towards traditionalism. This approach enhances the
culture. However, this approach is somewhat difficult in terms of achieving the transition in
an efficient manner, as there is lack of understanding about the purpose and importance of
change. Therefore, Kollenscher, Popper and Ronen, (2018) is of the view that Great Man
theory and Trait theory can be applied for understanding the approach of the managers
towards influencing the thought process of the subordinates towards the change.
Taking a cue from the Trait theory, it can be said that planned action and reasoned
behaviour relates to the tactful approach in terms of luring the employees towards change.
Planned action can be correlated with the aspect of evaluating the achievements and mapping
the consequences. Reasoned behaviour relates to the self-reflection of the leaders in terms of
the behaviour exposed towards influencing the thought process of the subordinates. Mention
can also be made of the participative management style, which involves all of the personnel
in the meetings on embracing the planned change (Allen, 2018). This approach is effective in

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terms of averting the instances of conflicts, discriminations and harassments, making the
leaders easily accessible.
In this context, leadership also relates to the art and process of motivating the
employees to adopt the change. The motive needs to be clear and transparent, so that the
employees feel an urge to invest their talents. Therefore, two way communication is needed
for evoking mutual understanding in terms of accomplishing the identified goals and
objectives.
Ethical implications of shifting from a traditional
organization to a digital/virtual organization
Ethics plays an important part in the organizational issues, enhancing the workplace
culture. This ethics is applicable in all of the aspects including the shift from traditional to
virtual. Within this, mention can be made of the consciousness towards maintaining the core
values of honesty, integrity, accountability, which are important for diversifying the culture.
As per the arguments of Pauleen, Rooney and Intezari, (2017), shift to digitalization is
necessary in terms of altering the business outlook, however, consciousness towards
preserving of the traditional values is effective in terms of gaining loyalty, trust and
dependence from the clients and customers. Complying with the standards and protocols of
the Ethical Code of Conduct is effective in terms of upgrading the standards and quality of
the organizational behaviour.
Taking a cue from the Ethical code of conduct, it can be said that ethical and moral
philosophy works behind the mechanisms of the business including shifts to digitalization.
Here, consciousness is needed towards enhancing the security in the information shared by
the clients and customers. Initiatives towards installing privacy cookies and policies relates to
the ethical behaviour in terms of ensuring the wellbeing of the clients and customers (Crane
et al., 2019). This approach reflects embracing the transition in an ethical perspective. Ethical

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behaviour is tagged as good, bad, morally ethical and others, which is assistance for the
personnel to decide whether their behaviour is appropriate in terms of the needs of the clients
and customers.
Principles, rules and guidelines are formulated by the committee members with the
involvement of the board of directors. This involvement is assistance in terms of
implementing the ethical considerations according to the latest versions, so that the clients
and the customers can avail the maximum benefits. Typical examples in this context are Data
Protection Act (1998), which is effective for ensuring the customers that the information
shared by them would be used solely for the purpose of research on embracing the change
instead of commercialization (Kaptein, 2017).
How to manage the ethical implications of shifting from
a traditional organization to a digital/virtual
organization. How does the Christian worldview
influence methods for managing the ethical
implications
Rules and principles governs the ethical implications and its management for
enhancing the efficiency in the business activities. Standards and protocols of the ethical code
of conduct is implemented in the alteration of the shifts, which helps in detecting whether the
operations align with the requirements. Research studies is conducted through the means of
evaluation, audits and reviews regarding the exposed behaviour towards the shift to
digitalization. This research and study contributes in clarification of the motives towards
resolving the crisis and risks. Feedbacks and surveys are collected from the employees, which
mostly accompanies the conflicting values regarding the opinions towards shifts. Bowie,
(2017) highlights that there are three kinds of ethics, which is implemented in the
management of shifts to digitalization. These are immoral, moral, amoral and unintentional.
Immoral management does not prove to be ethical, as it is opposed to the standards and

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protocols of the workplace norms. Moral management is productive, as it relates to the
highest form of ethical standards, nullifying the amoral forms of management.
The main essence of Christian ethics is permissibility towards lying. Interrogative
parameter in this aspect reflects the capability towards making practical application of the
beliefs into settlement of the ethics. In this context, mention can be made of the 6 major
ethical systems, which governs the ethical implication. One is ‘lying is neither right nor
wrong’, which is related to the personal perceptions regarding undertaking moral decisions
towards embracing the shifts. As a matter of specification, lying about the need for shifts is
morally unethical, contradicting the value of honesty (Li et al., 2018). The second system
states that lying is generally wrong, which is morally ethical, spreading positive values
among the employees regarding the workplace culture. In this context, the propositions relate
to the fact that absence of laws and good results makes lying is a satisfactory aspect.
Countering this, Hoof and Boell, (2019) is of the view that laws and lying are contradictory,
as rules and regulations implies discipline, making lying morally unethical amidst the
workplace issue.
The third ethical system states the lying is sometimes right, which is based on the
situations. If the shift to digitalization is considered, then lying is not at all ethical, as it
spreads negative vibes, contradicting the issue of honesty and integrity. In this context, Kolk,
(2016) is of the view that there are two mechanisms, which works here: control and planned
action. The fourth ethical system states that ‘lying is always wrong’. The assumptions in this
context relate to the fact that respect towards the moral laws is crucial for enhancing the
culture and workplace behaviour. The fifth and sixth ethical systems relate to forgiveness and
partial rightness of lying. These systems contradict the intensity of the absolutism present in
the aspect of lying.

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References
Allen, K. E. (2018). Critical Internal Shifts for Sustainable Leadership. In Innovation in
Environmental Leadership (pp. 213-224). Routledge.
Bowie, N. E. (2017). Business ethics: A Kantian perspective. Cambridge University Press.
Carrington, D. J., Combe, I. A., & Mumford, M. D. (2019). Cognitive shifts within leader and
follower teams: Where consensus develops in mental models during an organizational
crisis. The Leadership Quarterly, 30(3), 335-350.
Crane, A., Matten, D., Glozer, S., & Spence, L. (2019). Business ethics: Managing corporate
citizenship and sustainability in the age of globalization. Oxford University Press.
Detjen, J., & Webber, S. S. (2017). Strategic shifts that build executive leadership. Business
Horizons, 60(3), 335-343.
Hoof, F., & Boell, S. K. (2019). Culture, technology, and process in ‘media theories’: Toward
a shift in the understanding of media in organizational research. Organization,
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Kaptein, M. (2017). The battle for business ethics: A struggle theory. Journal of Business
Ethics, 144(2), 343-361.
Kolk, A. (2016). The social responsibility of international business: From ethics and the
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23-34.
Kollenscher, E., Popper, M., & Ronen, B. (2018). Value-creating organizational leadership.
Journal of Management & Organization, 24(1), 19-39.

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Li, F., Chao, M. C. H., Chen, N. Y. F., & Zhang, S. (2018). Moral judgment in a business
setting: The role of managers’ moral foundation, ideology, and level of moral
development. Asia Pacific Journal of Management, 35(1), 121-143.
Pauleen, D. J., Rooney, D., & Intezari, A. (2017). Big data, little wisdom: trouble brewing?
Ethical implications for the information systems discipline. Social Epistemology,
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Uhl-Bien, M., & Arena, M. (2018). Leadership for organizational adaptability: A theoretical
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