Ethics form the foundation of the “Beyond Borders and Boardrooms” initial training. Far from being a peripheral consideration, ethical principles infuse every facet of this global leadership development program. The proposed artifact recognizes that strong leadership is more than achieving financial success for your business in today's interconnected world: It demands a moral compass that guides decisions across diverse cultural contexts. As James MacGregor Burns (2003) articulated, truly transforming leadership cannot exist without a moral dimension; the two concepts are inseparable. Similarly, moral leadership practices and ethics are inextricably linked (Grannan & Cydney). Leaders who transform organizations and communities do so by elevating themselves and their followers to higher standards of ethical conduct and purpose. My proposed training builds on this understanding, focusing on engaging leaders in creating ethical business practices and relationships supporting multicultural teams. 

By placing ethics at its center, this initial training program acknowledges that leadership challenges in multicultural environments are fundamentally ethical challenges. Questions regarding diversity, equitable treatment, responsible resource allocation, and authentic communication are ethical questions that demand thoughtful navigation. Participants’ engagement and commitment to transforming leadership will provide tools to navigate ethical dilemmas they might face at work or in the future. While this artifact is designed primarily for leaders seeking development, it can benefit various stakeholders. Leadership and people management are not one and the same - leadership skills can be cultivated by anyone looking to transform themselves, their relationships, and their level of influence. The emphasis of this training is placed on development and bridge-building. It deemphasizes the need for leaders to embrace country-specific leadership approaches or leadership theories that don't translate well across cultures. In this way, the artifact seeks to challenge the traditional American hierarchical approach and moves leaders to embrace more inclusive practices. 

“Beyond Borders and Boardrooms” offers ethical opportunities to foster more culturally responsive leadership. Although the approach of this artifact is grounded in the principles of transforming leadership, it will likely reveal ethical challenges within organizations. It will be essential to determine if those challenges are foundational or situational (May, 2006). The level to which these challenges exist could hinder the adoption of a more inclusive mindset. I anticipate that individuals who are not as keen to adopt a transformational leadership approach, or account for culturally diverse ways of working when addressing distributed teams, might disagree with the tenets of this program. Cuilla (2018) addresses this precise issue in “Verizon Lecture: Why Is It So Difficult to Be an Ethical Leader?” She discusses how a tendency toward self-interest - or self-embeddedness, as Burns (2003) would say - is a trait that makes it difficult for leaders to be ethical. Perhaps this is a subject worth integrating as I consider implementing this project. Instead of focusing solely on transforming leadership, there might be an opportunity to address the challenges associated with adopting moral leadership. 

This expanded focus would acknowledge that ethical leadership faces unique obstacles in multicultural contexts. By explicitly acknowledging and addressing diverse cultural perspectives, this training intends to account for different opinions, loyalties, and world views, creating space for authentic dialogue that transcends unconscious biases and fosters mutual respect. One of the primary purposes of this program is to expand the leadership mindset to view organizations and cross-cultural working relationships through multiple lenses. While sometimes uncomfortable, embracing diverse perspectives makes for more effective and ethical leaders and, ultimately, organizations. If participants leverage their learnings and the resources provided with this training, they can effectively address their tendencies toward self-interest and tackle ethical challenges as they arise.

References

Burns, J. (2003). Transforming leadership: A new pursuit of happiness [Audiobook]. Atlantic Monthly Press.

Cuilla, J. (2018). Verizon lecture: Why is it so difficult to be an ethical leader? Business and Society Review, 123(2), 369-383.

Grannan, & Cydney. (n.d.). What’s the difference between morality and ethics? Encyclopedia Britannica. https://www.britannica.com/story/whats-the-difference-between-morality-and-ethics#:~:text=Both%20morality%20and%20ethics%20loosely,business%2C%20medicine%2C%20or%20law.  

May, S. (2006). Case studies in organizational communication: ethical perspectives and practices. Sage Publications