Building Greatness-Leadership & Softball

Ethical Leadership Self-Assessment

Please check one answer for each of the following items:

I. Demonstrate that ethics is a priority

Almost Never-AN

Occasionally-O

Frequently-F

Almost Always-AA

NA was used a few times because it is not applicable to me in my current assistant coach position or financial state (poor graduate student)

I tell my staff to make ethics a priority.— AA

I use examples or stories from my facility or my experience to illustrate the importance of ethics.- F

I initiate discussions of ethical concerns.- O

In a typical day, I think about ethical issues.- O

I demonstrate that I am sensitive to ethical issues in my everyday work.-F

I object when someone seems to be ignoring, avoiding, or smoothing over an important ethical issue.- AA

6.1Ethical Leadership Toolkit – Tools

Section I–continued

Almost Never

Occasionally

Frequently

Almost Always

I explicitly acknowledge staff contributions to promoting ethical practice.-AA

I include specific expectations for ethical practice in staff performance plans.-F

I hold my staff accountable for meeting high ethical standards.-AA

In conversations with staff, I invite comments about ethical concerns.-AA

When staff members raise an ethical concern, I thank them for sharing the concern.-AA

When staff members raise an ethical concern, I ask them to say more.- AA

I encourage discussion of conflicting values related to organizational decisions.-AA

I create opportunities for staff discussion of ethics topics.-AA

II. Communicate clear expectations for ethical practice

Almost Never

Occasionally

Frequently

Almost Always

I make a conscious effort to serve as a role model for ethical practice.-F

I clearly communicate my expectations for ethical practice to my staff.-F

When I communicate my expectations for ethical practice, I explain the values that underlie those expectations.-F

When I communicate my expectations for ethical practice, I use examples that illustrate what I mean.-F

When I communicate my expectations for ethical practice, I make sure those expectations are realistic and achievable.-F

When I communicate my expectations for ethical practice, I make a point to address obstacles that staff might encounter.-F

When staff members receive “mixed messages” that create ethical tensions, I take responsibility for clarifying my expectations for ethical practice.-AA

I encourage staff to talk to me if they feel pressured to “bend the rules.”-AA

6.2

Ethical Leadership Toolkit – Tools

III. Practice ethical decision making

Almost Never

Occasionally

Frequently

Almost Always

I explicitly consider ethical issues when making management decisions.-F

I use a standardized process to make decisions on management issues with ethical implications. -F

When faced with a tough decision, I look to VHA mission and values statements (or similar documents) and use them to evaluate various options.-F

When faced with a tough decision, I think through the short-term and long-term effects on various individuals and groups.-F

When faced with a tough decision, I make sure that I am not unfairly favoring a particular individual or group.-AA

When I need advice on an ethical issue, I go to a person with ethics expertise.-F

When I need advice on an ethical issue, I refer to published sources-F

When making important decisions, I involve those who will be most affected.-F

When important decisions are made by a group, I ensure that someone is specifically tasked to call attention to ethical considerations.-F

When I announce important decisions to staff, I take time to explain the decision-making process and who was involved.-F

When I announce important decisions to staff, I take the time to explain the rationale for the decision.-F

6.3

Ethical Leadership Toolkit – Tools

IV. Support your local ethics program

Almost Never

Occasionally

Frequently

Almost Always

I talk to staff in my facility about how the ethics program works, including:

- ethics consultation-F

- preventive ethics-F

- ethical leadership-F

- compliance and business integrity-F

- research compliance and assurance-F

- government ethics-F

I receive and review updates about local ethics program activities.-F

I seek help from the local ethics program.-O

I act to ensure that local ethics activities are adequately funded.-NA

I act to ensure that local ethics activities are adequately staffed.-NA

I inform my staff about current local ethics program activities.- NA

I highlight successes in local ethics program activities for staff.-F

I encourage my staff to use the local ethics program when they have an ethical concern.-O

Ethical Leadership Compass I. Demonstrate that ethics is a priority

Ethical Leadership Action

Current Frequency- Considering I frequently or always look to make ethics a priority, I need to make sure I maintain this when I am a head coach. Also,  being more proactive instead of reactive may be better too.

Goal Frequency

Action Steps

Ethical Leadership Compass II. Communicate clear expectations for ethical practice

Ethical Leadership Action

Current Frequency

Goal Frequency- Communication is key so continuing to discuss with athletes and coaches is key.

Action Steps

Ethical Leadership Compass III. Practice ethical decision making

Ethical Leadership Action

Current Frequency – When I am a head coach it will be even more important maintain ethics on my team and talk to them about it.

Goal Frequency

Action Steps

Ethical Leadership Compass IV. Support your local ethics program

Ethical Leadership Action

Current Frequency- Supporting an ethics program right now in my current financial time monetarily is hard.  But, continuing education and getting involved with local groups can make up for that.

Goal Frequency

Action Steps