ability to identify and prioritize values |
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and principles in different situations. |
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Third is ethical decision-making, which |
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is the ability to make decisions that are |
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consistent with moral and ethical principles |
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. Finally, a sense of responsibility |
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is the ability to take responsibility for |
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one ' s own actions and consider their |
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impact on others. It is important to understand |
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that unlike culture, which is |
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the result of various factors, influences, |
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and education, ethical intelligence is |
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a skill that can be learned and implemented |
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in every day’ s decisions. |
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This definition as a learnable skill is |
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crucial when considering the next generation |
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of organizations leaders. On |
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the one hand, much has been achieved |
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in the past 20 years. Compliance has |
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become state-of-the-art in good governance worldwide, and integrity is already at a level that goes even further. On the other hand, times are being experienced in which the cornerstones of this development— such as the FCPA or diversity policies— are being turned upside down, and positive developments in sustainability are being called into question. Steps are suddenly being taken backward instead of forward.
Turbulent times are upon us, and the future is uncertain, not even mentioning AI, which can also lead development in different directions. Under this uncertain circumstances ethical behaviour and strong leadership are needed more than ever. However, many examples in recent years have shown that leaders have failed and followed these adverse tendencies. With the help of the learnable concept of ethical intelligence, leaders may find it easier to recognise ethical issues in challenging situations and to take the highest
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Turbulent times are upon us, and the future is uncertain, not even mentioning AI, which can also lead development in different directions. Under this uncertain circumstances ethical behaviour and strong leadership are needed more than ever.
ethical standards into account when making decisions.
Understanding these competencies is only the first step; the true measure of ethical intelligence lies in how leaders act when principles are challenged. Ethical Intelligence in Practice If it is accepted that ethical intelligence is a critical, learnable skill, the practical
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question becomes: what truly differentiates an ethically intelligent leader from one who is merely technically competent? The distinction is revealed not in words, but in observable patterns of behaviour, particularly when faced with difficult decisions. In order to explain this abstract subject matter in a more practical way, a few situation-specific examples are necessary:
• Conflict between profit and product safety: The ethically intelligent leader decides not to launch a product until it meets safety standards. This leader prioritizes customer safety and avoids potential dangers and liability risks.
• Environmental protection vs. costs: The ethical leader decides to invest in new technology because it protects the environment and, in the long run, benefits the company. He prioritizes the company ' s responsibility
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