DEPARTMENT OF THE AIR FORCE Thomas N. Barnes Center for Enlisted Education (AETC) Maxwell AFB, AL 36118

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1 DEPARTMENT OF THE AIR FORCE Thomas N. Barnes Center for Enlisted Education (AETC) Maxwell AFB, AL Oct 14 AF SENIOR NONCOMMISSIONED OFFICER ACADEMY STUDENT GUIDE PART I COVER SHEET LESSON TITLE: LM01, ETHICAL LEADERSHIP METHOD: DL Content/ALE Core Lesson REFERENCES: Air Force Doctrine Document (AFDD) 1-1. (2006). Leadership and Force Development. Air Force Instruction (AFI) (2009). The Enlisted Force Structure. Boatman, Sara A., Ethical Leadership: Doing What s Right. The University of Nebraska at Omaha. Casebeer, William D. 1st Lt. USAF, Colonel Richard Szafranski, USAF, and Dr. James H. Toner. (1994). Military Ethics. An edited conversation between Casebeer, Szafranski, and Toner. Aerospace Power Journal 13, no. 4 (Winter): Cook, Martin L. (2000). Moral Foundations of Military Service. Parameters, US Army War College Quarterly, 30, no. 1 (Spring): Department of the Air Force. (1997). United States Air Force Core Values. Department of Defense (DOD). (2000). Joint Staff Guide 5260, Service Member s Personal Protection Guide: A Self-Help Handbook to Combating Terrorism. The Military Commander and the Law. (2010). Air Force Judge Advocate General School Press, electronic update. Toner, James H. (2003). Military OR Ethics. Air and Space Power Journal, 17, no. 2: True Faith and Allegiance, the Burden of Military Ethic. (1995). The University of Kentucky. PART IA DL COURSE GOAL: Prepares Senior NCOs to lead the enlisted force in the employment of air, space, and cyberspace power in support of our national security objectives. GENERAL LEARNING OUTCOME: Upon completion of this lesson, students are better prepared to lead and manage more effectively. SUPPORTED COMPETENCIES/DIRECTIVES:

2 The Ethical Leader lesson supports the following Air Force Institutional Competencies / Subcompetency: - Embodies Airman Culture Ethical Leadership - Strategic Thinking Decision Making - Leading People Develops and Inspires Others, Takes Care of People, and Diversity - Communicating Speaking and Writing The Ethical Leader lesson supports the following AU Continuum of PME Education Strategic Guidance (CESG) - Core Area: Profession of Arms (Professional Ethics) - Core Area: Leadership Studies (Ethical Principles and Practices) The Ethical Leader lesson supports AFDD 1-1 Leadership and Force Development - Ethical Leadership - Oath of Enlistment The Ethical Leader lesson supports The United States AF Core Values - Integrity, Service, and Excellence TERMINAL COGNITIVE OBJECTIVE: Comprehend Ethical Leadership and/or its impact on subordinate, SNCO, unit, and mission effectiveness. TERMINAL COGNITIVE SAMPLES OF BEHAVIOR: 1. Explain Ethical Leadership and/or its impact on subordinate, SNCO, unit, and mission effectiveness. 2. Give examples of Ethical Leadership and/or its impact on subordinate, SNCO, unit, and mission effectiveness. 3. Predict the impact of Ethical Leadership on subordinate, SNCO, unit, and mission effectiveness. AFFECTIVE OBJECTIVE: Value Ethical Leadership LESSON OUTLINE: INTRODUCTION MP 1. Ethical Behavior MP 2. Policies and Procedures PART IB CONTENT MP 3. Ethical Leadership and Decision Making LM01SG - 2

3 A. Ethical Traps B. Toner s Six Tests C. Ethical Principles CONCLUSION PART II STUDENT READING Every day SNCOs make decisions between right, wrong, and the lesser of two evils. These decisions can affect the SNCOs, their subordinates, and mission of the organization. This lesson will help you understand the impact, good and bad, ethical leadership has on military professionals and the military as a whole. We begin with several definitions to establish common ground. The second section discusses the ethical behavior traits expected of leaders. The next section encompasses many of the Air Force accepted codes of conduct used to ensure proper ethical behavior and lists ethical issues that you may encounter. The final section highlights the ethical decision-making process. Information for this section is derived from the article Military OR Ethics by Dr. James Toner, a former professor of international relations and military ethics at the Air War College. The information from the article discusses ethics and leadership and ethical principles. You will most likely find some information that you agree with, and some that you don t, and that s okay. The objective of your reading, along with the lesson, is to help you understand the importance of ethical leadership. DEFINITIONS Ethical Leadership - Ethical leadership combines ethical decision-making and ethical behavior, and occurs in both an individual and organizational context. A major responsibility of a leader is to make ethical decisions and behave in ethical ways, and to see that the i organization understands and practices its ethical codes.0f - In addition to the above definition, ethical leadership is about knowing your core values and having the courage to live by them in all parts of your life in service of the common good. - Below are some reflection questions to ask on your personal journey toward ethical leadership: -- Will you be the same person at work? At home? In the community? -- Will you have the courage to live out your values when there is pressure to compromise or rationalize? -- How do your values contribute to the common good? Values The core beliefs we hold regarding what is right and fair in terms of our actions and our interactions with others; what individuals believe to be of worth and importance to their life. LM01SG - 3

4 Morals Values that we attribute to a system of beliefs that help us define right from wrong, good versus bad. Typically, they get their authority from something outside the individual they come from a higher being or authority. Ethics The study of what we understand to be good and right behavior and the study of how we judge those behaviors. A set of standards of conduct that guide decisions and actions based on duties derived from core values. We characterize people as ethical when they act in ways that are consistent with societal moral values. The ii ethics of our decisions and actions are defined societally, not individually.1f Military ethics Deal specifically with those values and expected rules of the profession that are appropriate to actions taken within the military environment (Gabriel, 2003). The American military ethic is designed to put principle above self-interest. Personal integrity and moral courage are the keys to viability of that ethic (Flammer, 1976). Ethical relativism In ethics, the belief that nothing is objectively right or wrong and that the definition of right or wrong depends on the prevailing view of a particular individual, culture, iii or historical period.2f Ethical Dilemma Situations where one is forced to choose between two alternatives (both alternatives can be unfavorable and/or less right and more right or less wrong and more wrong). Ethically Minded Organization An organization that exemplifies professionalism, humility, self-control, personal discipline, and values. MP 1: ETHICAL BEHAVIOR According to Dr. Sara Boatman, if ethical leaders are completely aware of their personal ethics and the ethics of the organization, the behavior of those leaders should be consistent with both ethical codes. Ethical leaders should behave: In ways that line up with your purpose whether it be personal or the purpose of your organization. In ways where you are proud. Having high self-esteem, a mixture of personal pride and humility, helps create confidence when having to deal with certain ethical dilemmas. With patience and faith in your decision-making. LM01SG - 4

5 With persistence by ensuring you behave ethically at all times. In ways where you are keeping perspective, which allows the ethical leader to reflect and see clearly what is really important to guide ethical behavior. MP 2: POLICIES AND PROCEDURES Ethical Codes: There are ethical codes of conduct widely accepted by the Air Force that help SNCOs make proper decisions when faced with various ethical dilemmas. The following codes make it possible to act and behave in an ethical manner in any given situation: - USAF Core Values - Oath of Enlistment - AFIs - UCMJ - DOD R, Joint Ethics Regulation (JER) - AFI , Enlisted Force Structure The following list is just a sampling of issues where military leaders encounter ethical dilemmas: - Standards Of Ethical Conduct - Financial Disclosure Forms - Gifts To Superiors - Foreign Gifts - Use of Government Resources for Mementos and Gifts - Participation in Frequent Flyer Programs - Use of Government Communications Systems - Honoraria - Honorary Memberships - Off-Duty Employment MP 3: ETHICAL LEADERSHIP AND DECISION-MAKING The ethical codes listed above give SNCOs the resources needed to ensure proper ethical behavior. In addition to ensuring ethical behavior, SNCOs must also make ethical decisions. The following steps will ensure SNCOs make the best ethical decision possible: Step 1. Interpret the situation. What is the ethical dilemma? Step 2. Analyze all the factors and forces that relate to the dilemma. The dilemma could stem from uncertainty (e.g. not having all of the facts LM01SG - 5

6 concerning a situation, no experience dealing with the situation--never encountered it before; no clearly established policy, procedure, or rule for handling the issue, etc). It could also stem from potential harm caused by your decision: i.e., the intentional and unintentional (good and bad) consequences of your actions. Always attempt to anticipate and consider the second and third order consequences before making decisions. As you learned in the POA lesson, competing values such as national values, personal values, and institutional values can also cause dilemmas. Remember, always strive to place principle first, purpose second, and people third. Step 3. Think about ethical traps use ethical principles and Toner s six tests to avoid ethical traps while choosing the course of action you believe will best serve the nation. A. Ethical Traps: confusion or uncertainty as to what action or behavior should be taken, conflicting opinions/values, all choices have drawbacks. - Ethical Relativism - making decisions based on personal values/beliefs rather than on military rules, regulations and codes of conduct. - Loyalty Syndrome - making decisions based on respect and/or loyalty to an individual, unit, or organization etc. rather than on military rules, regulations and codes of conduct. - Worry Over Image - making decisions based on how the decision will impact one s reputation/standing among peers, subordinates, supervisors, community etc. rather than on military rules, regulations and codes of conduct. - Drive for Success - making decisions based on a win at all cost attitude rather than on military rules, regulations, and codes of conduct. B. Toner s six tests Consider all of the consequences, including the best and worst outcomes of your decision. iv Ask yourself if you can accept both outcomes.3f -- The Shame Test: If your actions were publicized, would you be embarrassed, discredited, or humiliated? -- The Community Test: Besides your family, would you want your peers, neighbors, or friends to know? -- The Legal Test: Could you face legal action? Are you willing to face legal action? -- The Situation Test: Could you justify your action because of peculiar, special or extraordinary circumstances? -- The God Test: What would your religious leader say? Would you want the action done to you? Or would you want everyone to make the same decision? - The Consequences Test: Will the end justify the means? C. Ethical Principles LM01SG - 6

7 Dr. Toner s principles give a framework for thinking, acting, and behaving ethically. He takes an interesting approach to make his points memorable by using the following ethical principles: - Three O s (owing, ordering, and oughting); - Three P s (principle, purpose, people); - Three R s (rules, results, and realities); and - Three D s (discern, declare, and do). The three O s: owing, ordering, and oughting state that we must know who and what we owe, display proper ordering by having moral structuring and ethical priorities, and understand what Airmen should do or ought to do. The three P s: principle, purpose, and people are in the context that SNCOs must put principle (truth telling and honor) first; purpose (mission accomplishment and duty) second; and people (fellow citizens, Airmen, Soldiers, etc.) third. The three R s: rules, results, and realities explain that rules give us ethical guidance, results are the outcomes or bottom line, and the consequences of following or not following those rules, and realities, which recognize the importance of the situation, circumstances, or realities. The three D s: discern, declare, and do state that we must try to discern the truth; at appropriate times, we declare the truth, as we have discerned it; and then we do what we have discerned and declared. One more D actually comes into play here, the process of moral decision, a word that the dictionary tells us means the idea of coming to a conclusion after some question, talk, or thinking over. In fact, the word decide comes to us from the Latin meaning to cut off, for we cut ourselves off from alternatives that we reject v as unworthy of what we should do or of who we are.4f Supporting Principles Dr. Toner also believes that leaders should create and promote an ethical climate and foster ethical behavior using the following additional principles: - No rewards for unethical behavior - Sanctions and forgiveness for mistakes (actions caused by a misunderstanding that may not require disciplinary action; i.e., subordinate provides customer with incorrect information so the subordinate is provided remedial training on the topic and then closely supervised to ensure learning has occurred). Appropriate action taken for dereliction of duty (misconduct that can require disciplinary action; i.e., misuse of Government Travel Card or subordinate reports to work late can require disciplinary action ranging from verbal counseling to courts-martial) Apply Prudence First Justice Second (i.e., considering what is right before what is possible; just because something is legal or permissible, does not mean it is the right thing to do; and prudence is lawful behavior, but is also wise and just). LM01SG - 7

8 Step 4. After completing step 3, which includes selecting the best course of action, it s time to implement. When you do this, you are activating the change management process. Step 5. Implement, monitor, and enforce the course of action you have chosen. Consider all consequences, including the worst and best outcomes of your decision. Ask yourself if you can accept both outcomes. SUMMARY This reading assignment began by defining several key terms. Next, it listed examples of USAF and unit level accepted codes of conduct that give direction on making proper ethical decisions. You were then introduced to the ethical decision-making process. This process included information from an article by Dr. Toner where he explained ethical principles and the responsibilities we have as leaders. Our subordinates are always watching and relying on us to not only meet the standards, but to exceed them. Our ethical conduct is vital to the Air Force mission and we must continue to lead and make the difficult decisions. LM01SG - 8

9 NOTES i erforcommunityleadership/newsletter/1-18.php ii The values, morals, and ethics definitions come from the Ethics Resource Center home page, accessed on 8 Nov iii iv Boatman, Sarah A., Ethical Leadership: Doing What s Right. The University of Nebraska at Omaha v Toner, James H. Military OR Ethics. Air and Space Power Journal, 17, no. 2 (Summer 2003): LM01SG - 9