8/14/2019 B2B Illinois - September 14, 2008

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According to Caldwell, Hayes, Karri and Bernals landmark article

Ethical StewardshipImplications for Leadership and Trust,

great leaders are ethical stewards who generate high levels of com-

mitment from followers.

What implications does this have on ethical stewardship and gov-

ernance? Governance is concerned with how organizations seek to

optimize performance and accountability, how values and goals are

integrated within the systems and structures that are created, howleaders develop and maintain relationships that generate commit-

ment and cooperation of those who work for them, and how princi-

pals of leadership and management are formally applied in the con-

duct of organizational business. Stewardship theory would mandate

that the leader (sometimes called the steward or agent), will not

substitute or trade self-serving behaviors for per-

sonal selfish gain but rather will seek the good of

the organization he or she works for.

Taking this concept into consideration then,

what are the factors that comprise an ethical

steward? An impressive body of research litera-

ture points out several defining characteristics or

traits of an effective steward. These traits include

the following: trust, integrity, moral principals,

virtues, values, commitment and primary concern

for the organization, vision, focus, and achieving

utility (common good) through organizational

achievement.

How can leaders fulfilling their roles as ethical

stewards impact the organization? By having the

ethical steward treat employees as highly valued

ends rather than as means, commodities or

human resources. By implementing a compelling

vision of what people and organizations can

become, and by seeking to protect the personal

interests of the followers by creating secure mutu-

al relationships, leaders can unlock the potential

of followers to transform the organization.

From this viewpoint, the focus of the leader/eth-

ical steward is long term, rather than short term.

The ethical steward honors the duty of long-term

wealth creation to benefit all stakeholders, rather

than pursing personal self interests. in Stephan

Coveys bookThe 8thHabit, he defines leadership

as communicating to people their worth and

potential so clearly that they come to see it in

themselves. Ethical stewards build trust by truly

investing in and affirming the identities of those

whom they serve.

There has been widespread interest in ethical

behavior since the disasters of Enron and World-

Com. Questionable practices at non-profit agen-

cies like the National Red Cross, and untold sto-

ries of political leaders failing to behave honestly have also con-

tributed to a renewed focus on ethics. By diligently utilizing stew-

ardship thinking and actually applying the principals of ethical

stewardship, leaders can regain the public trust.

Ethical stewardship can facilitate building trust, both inside and

outside the organization. Leaders and employees can become ser-

vants and debtors in honoring their e thical responsibilities as stew-

ards of their organization. Understanding the role of ethical stew-

ardship within the organization and applying its principals provides

business leaders the opportunity to build trust in their organiza-

tions, improve employee commitment, and create long-term wealth

and sustainable competitive advantages.

Rene Perry | B2B contributor

At a recent local chamber meeting, we had a couple of speakers

giving their advice on the basics of running a business. During the

meeting they asked business owners

how many hours a week they work.

They made it seem as if it should

be normal that you work eighty

plus hours a week. Eighty

hours?

Obviously, you will work tons

of hours in the first few years of

owning a business. I like to com-

pare it to raising my children. Ittakes nurturing and care, and

then after a while, less time is

needed to physically be there. Why is

this? If you have your processes in place, processes that cover all

bases, it will save you hours of wasted work-time a week.

It takes time to set up a process. How are you going to set up your

files that make it easy for you to manage your customers accounts

receivables, invoices, and database for

marketing? You must keep in mind

that having this information avail-

able for your accountant in an

organized manner is extremely

important. If the time comes

that you get audited, its impor-

tant to have your information

available, and that means know-

ing where to find it easily andquickly. What process will you

use to hire and/or fire employees?

There are important regulations to fol-

low on employee issues that you must be knowledgeable of.

The bottom line is theres a process for every situation to help

you create space and time for yourself. Once you have that down,

and your employees understand their processes and follow through,

it should be fairly smooth sailing. Its also a good idea to take the

time and tweak them every year.

What is slowing your work week down? What process can you put

in place to make your business day easier? Is there anything you

can delegate?

First identify the problem, and then brainstorm solutions to that

problem. Ask employees if they have any ideas, because they too know

that time is money. Developing your processes will transform your

wasted work-hours into profitable time invested in your business.

EthicalStewardship inOrganizations

Don Daake, PhD and Edward S. Piatt, MBA | B2B contributors

www.b2billinois.com

Submitted by Beth Brosseau | B2B contributor

Kankakee County employers expect to hire at a modest pace dur-

ing the fourth quarter of 2008, according to the Manpower Employ-

ment Outlook Survey. From October to December, 7 percent of the

companies interviewed plan to hire more employees, while none

expect to reduce their payrolls. Another 86 percent expect to main-

tain their current staff levels and 7 percent are not certain of their

hiring plans.

Employers anticipate staff levels to be lower than the third quar-

ter of 2008 when 20 percent of companies interviewed intended to

add employees, and none planned to reduce staff levels. Compared

to one year ago when 20 percent of companies surveyed planned to

increase staff levels and 23 percent expected to cut payrolls, hiring

intentions for the fourth quarter are stronger.

For the coming quarter, job prospects appear best in Non-Durable

Goods Manufacturing and Wholesale/Retail Trade. Hiring in Con-

struction, Durable Goods Manufacturing, Transportation/Public

Utilities, Finance/Insurance/Real Estate, Education, Services and

Public Administration is expected to remain unchanged.

Joliet area employers expect to hire at a steady pace during the

fourth quarter of 2008, according to the Survey. From October to

December, 22 percent of the companies interviewed plan to hire

more employees, while 4 percent expect to reduce their payrolls,

according to Manpower spokesperson Suzanne Cosme. Another 70

percent expect to maintain their current staff levels and 4 percent

are not certain of their hiring plans.

Employers anticipate staff levels to be much lower than the third

quarter of 2008 when 50 percent of companies interviewed intend-

ed to add employees, and 10 percent planned to reduce staff levels,

said Cosme. Compared to one year ago when 20 percent of com-

panies surveyed planned to increase staff levels and 7 percent

expected to cut payrolls, hiring intentions for the fourth quarter are

stronger.

For the coming quarter, job prospects appear best in Durable and

Non-Goods Manufacturing, Transportation/Public Utilities and Edu-

cation. Employers in Wholesale/Retail Trade voice mixed hiring

intentions. Hiring in Construction, Finance/Insurance/Real Estate,

Services and Public Administration is expected to remain

unchanged.

Of the 14,000 employers surveyed in the U.S., 22 percent expect

to increase their staff levels during the October December period,

while 13 percent expect to reduce their payrolls, resulting in a Net

Employment Outlook of 9 percent. Fifty-nine percent expect no

change in hiring and 6 percent are undecided about their Quarter 4

2008 hiring plans. The next Manpower Employment Outlook Sur-

vey will be released on December 9, 2008 to report hiring expecta-

tions for Quarter 1 2009.

About the Survey

The employment services company, Manpower Inc., releases the

Manpower Employment Outlook Survey quarterly to measure

employers intentions to increase or decrease the number of

employees in their workforce during the next quarter. It is the only

forward-looking survey of its kind, unparalleled in size, scope,

longevity and area of focus. The survey has been administered for

more than 45 years and is one of the most trusted surveys of

employment activity in the world. A highly respected economic

indicator, the Manpower Employment Outlook Survey reports on

findings from 32 countries and territories around the world. The

U.S. results are based on interviews with more than 14,000 pub-

lic and private employers in 460 market areas across the country.

Manpower Outlook Survey Results

Mild Job Market Expected for Kankakee County,Favorable Job Market Expected for Joliet

B2B Illinois is a product of The Daily Journal Advertising Department.

Don Daake, Ph.D. is professor of busi-

ness and director of The Weber Lead-

ership Center at Olivet Nazarene Uni-

versity. Edward S. Piatt is an Ed.D. stu-dent at Olivet Nazarene University.

Editor: Andrew Wheeler

815-929-5416 awheeler@b2billinois.com

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BESTin Local Dining The DefinitiveBusiness ContactRESOURCE

Rene Perry is a small business coach and consultant.She can be contacted at renee.perry@earthlink.net.

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