Facilitative and positive leadership is linked to management ethics, and it begins with a strong understanding of self. Some argue that the key elements of positive leadership are self-awareness, self-discipline, and self-efficacy, which then leads to the servant leader, who serves the company and workers by focusing on company goals and objectives rather than personal ones. Self-awareness, has nothing to do with meditating on one’s navel high in the mountains of India. It is based on a genuine understanding of one’s own emotions and selfish tendencies, resulting in emotional control and emotional intelligence, the ability to see beyond personal aggrandizement and to demonstrate managerial effectiveness that “doesn’t vary” from situation to situation.
Technology has created a fresh and young leadership team that is well versed in technological innovation, but not so knowledgeable in management and leadership skills. Psychological knowledge can bridge this gap by providing an understanding of human factors that, if any, are usually learned through years of work experience. These factors include, for example, body language, self-presentation, and motivational theory. Many theorists argue that American corporate culture was creating a kind of Marxist alienation in its white-collar workers, who began to feel isolated and powerless in a bureaucratic world that forces decision-making and problem-solving from above, and sought to remove the personal and individual traits of its workers. Bureaucracy and its strict enforcement of rules and regulations were stifling innovation and satisfaction within the workforce. One solution is to eliminate the rule of bureaucracy and allow workers to contribute more to their jobs, creating a sense of control over their destinies. His argument for empowerment as a source of innovation is the basis of much modern management and workplace theory.
Management ethics is closely related to the pursuit of worker motivation, value acquisition and learning principles. Management should serve the company. Ethical managers should not serve themselves or their personal agendas. To increase ethics in management, managers can nurture and enhance their teams and workers by improving performance through the use of learning and value-acquiring tools such as seminars, tuition reimbursement for external courses related to work and job performance, and encouraging workers to acquire transferable skills that will benefit their careers. Ethical managers do not exercise negative force and understand that workforce education can only help achieve the company’s goals and objectives.