Ethical Leadership - Coursework Example

When faced by a tricky situation, one needs to interpret it before considering the factors that are relevant to the situation. In many cases, lack of experience in a given situation can cause dilemma and often there is an anticipation of harm from the consequences of the decision made. In such a case, a SNCO needs to consider the second and third order consequences before settling for a given decision. Additionally, the SNCO should put principle first, purpose second, and then people last to avoid the dilemma inherent in the competing values.

The SNCO has to make an evaluation of the decision using Toner’s six tests. Toner suggests that the decision should not be embarrassing, discrediting, nor humiliating the SNCO if scrutinized by the public. Moreover, it would have better be an act that the SNCO is proud of and would expect approval from everybody. In general, the result of the decision should be anticipated to be positive (Toner 2003). At this point, the SNCO is prepared enough to implement the decision settled for. To ensure that the decision made is at work, continuous monitoring is necessary.

As it is common practice, subordinates look up to the leaders and hence the SNCO has no other option other than to promote an ethical environment by rewarding those who uphold ethics and punishing those who contravene the code of ethics. Ethical decision-making is grounded on the ability of a SNCO to think critically. When interpreting a situation, one has to consider the personal and organizational ethics, something that involves critical thinking and when considering the factors that are relevant to the situation, a SNCO will realize that not all situations are provided with clearly set policies and procedures on how to handle them.

Intrinsically, for an ethical decision to be made the SNCO’s critical thinking needs to be engaged when determining the appropriate action for a