According to Johnson (2021), a leader
should possess some important character strengths, or virtues, which include
compassion, courage, grit, humility, integrity, justice, optimism, temperance,
transcendence, and wisdom and knowledge. These virtues can be strengthened
through practice, as well as hearing stories from others and learning from
exemplary role model leaders (p. 137).
As a leader, you should be aware of your leadership
virtues as these virtues may help determine your success in a leadership role.
Take a moment to reflect on your virtues.
Complete
"Self-Assessment 3.2:
Leadership Virtues Questionnaire (LVQ)" on p. 184 in Ch. 3 of
Meeting the Ethical Challenges of Leadership: Casting Light or Shadow.
Write
a 350-word response explaining what
the results say about your leadership character.
Address
the following aspects in your
response:
o
Explain
which virtue is most important for your leadership.
o
Define
your character score based on one of the philosophical features of virtue and
one of the psychological categories of character strength.
Url:
my.phoenix.edu
Username:
stampley
Password:
Gamerhyst0413!
Please
use the url, username, and password to complete this assignment.
1131486 - SAGE Publications, Inc. (US) © 1. time but later lost interest. Very much like me Mostly like me Somewhat like me Not much like me Not like me at all 2. I am a hard worker. Very much like me Mostly like me Somewhat like me Not much like me Not like me at all 3. I often set a goal but later choose to pursue a different one. Very much like me Mostly like me Somewhat like me Not much like me Not like me at all 4. I have difficulty maintaining my focus on projects that take more than a few months to complete. 1131486 - SAGE Publications, Inc. (US) © Very much like me Mostly like me Somewhat like me Not much like me Not like me at all 5. I finish whatever I begin. Very much like me Mostly like me Somewhat like me Not much like me Not like me at all �. I am diligent. Very much like me Mostly like me Somewhat like me Not much like me Not like me at all Scoring: For questions 2, 4, 7, and 8 assign the following points: 5 = Very much like me, 4 = Mostly like me, 3 = Somewhat like me, 2 = Not much like me, 1 = Not like me at all. For questions 1, 3, 5, and 6 assign the following points: 1 = Very much like me, 2 = Mostly like me, 3 = Somewhat like me, 4 = Not much like me, 5 = Not like me at all. Add up all the points and divide by 8. The maximum score on this scale is 5 (extremely gritty), and the lowest score on this scale is 1 (not at all gritty). 1131486 - SAGE Publications, Inc. (US) © Source: Duckworth, A. L., & Quinn, P. D. (2009). Development and validation of the Short Grit Scale (Grit-S). Journal of Personality Assessment, 91, 166–174. Used by permission. SELF-ASSESSMENT 3.2 The Leadership Virtues Questionnaire (LVQ) Instructions: Ask someone else to rate you on the following items or select one of your leaders and rate that individual. Scale: 1 = not at all, 2 = once in a while, 3 = sometimes, 4 = fairly often, 5 = frequently, if not always. Reverse scoring where indicated. You will generate a score for each individual virtue and a total perceived character score. 1. Does as he or she ought to do in a given situation 2. Does not carefully consider all the information available before making an important decision that impacts others 3. Boldly jumps into a situation without considering the consequences of his/her actions 4. Does not seek out information from a variety of sources so the best decision can be made 5. Considers a problem from all angles and reaches the best decision for all parties involved �. Would rather risk his or her job than to do something that was unjust 7. May have difficulty standing up for his or her beliefs among friends who do not share the same views �. Fails to make the morally best decision in a given situation 9. May hesitate to enforce ethical standards when dealing with a close friend 10. Ignores his or her “inner voice” when deciding how to proceed 11. Seems to be overly concerned with his or her personal power 12. Is not overly concerned with his or her own accomplishments 13. Wishes to know everything that is going on in the organization to the extent that he or she micromanages 14. Gives credit to others when credit is due 15. Demonstrates respect for all people 1�. May take credit for the accomplishments of others 17. Respects the rights and integrity of others 1�. Would make promotion decisions based on a candidate’s merit 19. Does not treat others as he or she would like to be treated Prudence Courage (Fortitude) 1. _______ 6. _______ 2. _______ (Reverse score) 7. _______ (Reverse) 1131486 - SAGE Publications, Inc. (US) © 3. _______ (Reverse) 8. _______ (Reverse) 4. _______ (Reverse) 9. _______ (Reverse) 5. _______ 10. _______ (Reverse) _______ out of 25 _______ out of 25 Temperance Justice 11. _______ (Reverse) 14. _______ 12. _______ 15. _______ 13. _______ (Reverse) 16. _______ (Reverse) 17. _______ _______ out of 15 18. _______ 19. _______ (Reverse) _______ out of 30 Total _______ out of 95 Source: Riggio, R. E., Zhu, W., Reina, C., & Maroosis, J. A. (2010). Virtue-based measurement of ethical leadership: The Leadership Virtues Questionnaire. Consulting Psychology Journal: Practice and Research, 62(4), 235–250. NOTES 1. Provis, C. (2010). Virtuous decision making for business ethics. Journal of Business Ethics, 91, Suppl. 1, 3–6; Sim, M. (2007). Remastering morals with Aristotle and Confucius. Cambridge, England: Cambridge University Press. 2. Ackerill, J. L. (1981). Aristotle the philosopher. Oxford, England: Oxford University Press; Bragues, G. (2006). Seek the good life, not money: The Aristotelian approach to business ethics. Journal of Business Ethics, 67, 341–357; Kenny, A. (2004). Ancient philosophy (Vol. 1). Oxford, England: Clarenton Press; Shields, C. (2014). Aristotle (2nd ed.). New York, NY: Routledge. 3. Johannesen, R. L., Valde, K. S., & Whedbee, K. E. (2008). Ethics in human communication (6th ed.). Long Grove, IL: Waveland Press. 1131486 - SAGE Publications, Inc. (US) © 4. Annas, J. (2006). Virtue ethics. In D. Copp (Ed), The Oxford handbook of ethical theory (pp. 515–536). Oxford, England: Oxford University Press; Johannesen, R. L. (1991). Virtue ethics, character, and political communication. In R. E. Denton Jr. (Ed.), Ethical dimensions of political communication (pp. 69–90). New York, NY: Praeger; Timmons, M. (2002). Moral theory: An introduction. Lanham, MD: Rowman & Littlefield. 5. Aspinwall, L. G., & Staudinger, U. M. (Eds.). (2002). A psychology of human strengths: Fundamental questions about future directions for a positive psychology. Washington, DC: American Psychological Association; Snyder, C. R., & Lopez, S. J. (2005). Handbook of positive psychology. Oxford, England: Oxford University Press; Worthington, E. L., Lavelonk, C., Van Tongeren, D. R., Jennings, D. J., Gartener, H. A. L., Davis, D. E., & Hook, J. N. (2014). Virtue in positive psychology. In K. Timpe & C. A. Boyd (Eds.), Virtues & their vices (pp. 433–458). Oxford, England: Oxford University Press. 6. Peterson, C., & Seligman, M. E. P. (2004). Character strengths and virtues: A handbook and classification. Oxford, England: Oxford University Press. 7. Comte-Sponville, A. (2001). A small treatise on the great virtues: The uses of philosophy in everyday life. New York, NY: Metropolitan; Peterson & Seligman. 8. Kidder, R. M. (2005). Moral courage. New York, NY: William Morrow; Lopez, S. J., Rasmussen, H. N., Skorupski, W. P., Koetting, K., Petersen, S. E., & Yang, Y. (2010). Folk conceptualizations of courage. In C. L. S. Pury & S. J. Lopez (Eds.), The psychology of courage: Modern research on an ancient virtue (pp. 23–45). Washington, DC: American Psychological Association; Osswald, S., Greitemeyer, T., Fischer, P., & Frey, D. (2010). What is moral courage? Definition, explication, and classification of a complex construct. In C. L. S. Pury & S. J. Lopez (Eds.), The psychology of courage: Modern research on an ancient virtue (pp. 149–164). Washington, DC: American Psychological Association. 9. 2017 person of the year: The silence breakers. Time. 10. Scarre, G. (2010). On courage. London, England: Routledge. 11. Practice strategies for each virtue are largely drawn from sources cited in the chapter as well as from Kilburg, R. R. (2012). Virtuous leaders: Strategy, character, and influence in the 21st century. Washington, DC: American Psychological Association; Sosik, J. J. (2015). Leading with character: Stories of valor and virtue and the principles they teach (2nd ed.). Greenwich, CT: Information Age. 12. Duckworth, A. L., Peterson, C., Matthews, M. D., & Kelly, D. R. (2007). Grit: Perseverance and passion for long-term goals. Journal of Personality and Social Psychology, 92, 1087–1101; Duckworth, A. L. (2016). Grit: The power of passion and perseverance. New York, NY: Scribner; Duckworth, A. L., & Quinn, P. D. (2009). Development and validation of the short Grit Scale (Grit– S). Journal of Personality Assessment 91, 166–174; Von Culin, K. R., Tsukayama, E., & Duckworth, A. L. (2014). Unpacking grit: Motivational correlates of perseverance and passion for long-term goals. The Journal of Positive Psychology, 9, 306–312; 1131486 - SAGE Publications, Inc. (US) © 13. Waller, J. (2016). Confronting evil: Engaging our responsibility to prevent genocide. New York, NY: Oxford University Press. 14. Comte-Sponville; Riggio, R. E., Zhu, W., Reina, C., & Maroosis, J. A. (2010). Virtue-based measurement of ethical leadership: The Leadership Virtues Questionnaire. Consulting Psychology Journal: Practice and Research, 62(4), 235–250. 15. Intezari, A., & Pauleen, D. J. (2013). Students of wisdom. In W. Kupers & D. J. Pauleen (Eds.), Handbook of practical wisdom: Leadership, organizational and integral business practice (pp. 155–174). Burlington, VT: Gower; Kessler, E. H., & Bailey, J. R. (2007). Introduction: Understanding, applying, and developing organizational and managerial wisdom. In E. H. Kessler & J. R. Bailey (Eds.), Handbook of organizational and managerial wisdom (pp. xv–xxiv). Thousand Oaks, CA: Sage. 16. Katz, G., &