There are many ethical issues that need to be considered when working with people, and particularly when you are in a position of leadership. Ethical values are guides to decision making and action, principles to be adhered to as much as possible, standards of behaviour to follow. O'Connor et al (1995:pp218) put it this way:

"Ethics are usually defined as the systematic exploration of questions about how we should act in relation to others. The questions relate to what we see as right or wrong action, or the good of life. Ethics are usually taken to mean the overall way we view the world in a moral sense. Values ... describe the way we put that moral framework into practice in our relationship with others and in how we interpret and develop policy".

All of us have some kind of personal code of ethics or moral/value stance which is reflected in and influences everything we do. We can never be value neutral, and need to be clear about how our own values affect us and those around us. There are also some broad ethical principles that are generally adopted by workers in the human services arena, and which would ideally also be applied in any type of leadership role that you take on.

These include such values as:

• respect for people and their rights

• self-determination, (respecting people’s rights to do things their own way)

• worker competence, (leaders should only lead people into situations in which they have competence, knowledge or skill)

• limits of the relationship between you and those with whom you work, (not using the power of a leadership situation to further your own personal causes in other areas)

• legal obligations

• confidentiality.

These will be discussed in more detail further on.

The whole issue of ethics and values is relevant in every aspect of our lives, and these days it is also viewed as vital to good business and leadership. In his book "Managing for the 21st Century" David Jones points out that ethics influence the way we make choices, and determine our understanding of the environment in which we operate, leading to a better understanding of our own aims and also of our competition (1993:pp66).

People need to have faith in us, and believe in what we are doing. To this end, being seen as ethical is now one of the most powerful motivators of senior business people, with personal as well as corporate reputation viewed as priceless assets (Jones 1993:68). Similarly, a commitment to ethical standards is essential for you if you are to succeed as a leader, and achieve the outcomes set for both yourself and the group.

Professional Codes of Ethics

Most professions have some type of code of ethics which has been adopted to guide the practice and behaviour of members of that profession. Such codes usually aim to establish the minimum competence or training required to do the job, a commitment to quality service provision, and the level of responsibility of workers in given situations. They are thus both a standard to be achieved and a protection for workers, personally and legally.

As an example, as a social worker I am bound by the Australian Association of Social Workers Code of Ethics which incorporates: an overall value statement (dignity and worth of all people, responsibility regarding skills and knowledge); principles of practice (commitment to social justice, the profession, confidentiality, self determination, etc.); and standards of practice pertaining to those principles. Many of these ethical principles will be relevant to you as well, so let's look at a few of them in more detail.

Respect For People And Their Rights

This basically means that everyone has a right to be respected as a human being and as an individual, and to be treated with dignity and a sense of worth, regardless of their situation or behaviour. Feeling valued will only help that person better achieve their aims, maximise their potential and increase their self esteem. This value stance will also increase participation and further enhance teamwork.

Self-Determination

Given your respect for the person, you must let them make their own choices, and not try and force your values or opinions on them. This involves total acceptance of the person as they are, and maintaining a non-judgemental attitude. It also means ensuring that people are aware of all the options available in any given situation, and their possible consequences, and have access to resources to enable them to choose freely and fairly.

Worker Competence and Limits

This really means being skilled in what you are doing, and not trying to tackle anything for which you are not trained or qualified, and which you cannot really do well. You must also stay within the boundaries of the role and task agreed upon, set by yourself, the other person, the group or your organisation. If you try and do more than you should or than was agreed on, you could find yourself out of your depth or outside your realm of responsibility, which could result in damage occurring to any one of you, or even legal action being taken against you.

We have a responsibility to provide the highest standard of service possible at all times, and should refer the matter to someone else if it is not our area of expertise or our job.

Legal Obligations

All members of the community must operate within the law, and that applies in any group or work situation also. You need to be aware of all the legal obligations of your position.

For example, as a Committee member of an incorporated association you are responsible for upholding the constitution and ensuring that the organisation is able to financially operate and trade.

Confidentiality

When we speak about confidentiality we are basically referring to having respect for people's privacy, and using all information received in a responsible manner, which means not passing on information about other people without their approval. This includes not talking about things told to you in a group situation or any other leadership role without permission from the person concerned.

However there will always be situations when you must break confidentiality and disclose information, for example: when a child is being abused; in situations where mandatory reporting applies; when a crime has been committed; when a search warrant is produced or when you have been subpoenaed to appear in court; or when it is felt that disclosure is in the best interests of the person concerned. Always seek a second opinion in these situations, and legal advice if necessary - it is better to be cautious rather than to speak too quickly or say too much, and thus damage all your good work by breaking a confidence unnecessarily.

This list of ethical issues is by no means complete, but hopefully will serve as a good starting point for you in deciding your own ethical stance, or in finding out the issues that apply to you in your work situation. I can't stress enough the need to do this, for your own protection and also to ensure the highest possible standard of service to and behaviour towards others.

Being Aware of Your Personal Code of Ethics

My own code of ethics is along the lines of social justice and empowerment, with a belief in the rights of people, a commitment to equity for all, fair access to resources, full participation at all levels by all community members in any area they choose, and striving to achieve this for all people if it is not available already.

I feel that this provides me with an excellent guide for my work practices and for my decision making and behaviour in most situations. Be clear about your own code of ethics, and that of any relevant profession, and use these ethical values as a guide to your work and to your involvement with people every day. It is the best protection, for you and for those you have contact with, and an excellent role model for all those you come in contact with.

But also remember that we are all human and no-one can be perfect all of the time, and that respecting all people means loving and respecting yourself as well, with all your strengths and weaknesses. Ethics apply to our treatment of ourselves as well as others - perhaps the hardest of all to achieve?

References and Further Reading:

Jones, D. (1993) Managing for the 21st Century The Text Publishing Co., Melbourne

O'Connor, I., Wilson, J. & Setterlund, D. (1995) Social Work and Welfare Practice 2nd Ed. Longman, Australia