A641.2.3.RB - Am I a Resonant Leader?

Chapter 2 of the workbook “Becoming a Resonant Leader" focused on what it takes to be a resonant leader.  After completing the exercise titled, “Am I a Resonant Leader?” I am disappointed to think I am no longer a resonant leader... at least not as much as I could or used to be.  

I aspire to be a transformational leader. Transformational leadership is "concerned with emotions, values, ethics, standards, and long-term goals."(Northouse, p. 161) This is exactly what I have, and continue to, work towards. The past few months I can tell my focus and demeanor has changed, deteriorated.  I no longer feel like I inspire or influence people as I once did.  I used to be a very positive leader who influenced members, in my opinion.    

I would say two years ago I was well on my way to being a transformational leader but as of eight months ago my leadership effectiveness declined.  Looking back, the decline was probably a combination of work and life stressors, a change of my supervision, not to mention a global pandemic.  Nevertheless, I feel I have fallen short being the best role-model and leader I could be.  For example, I began talking negatively about my supervisors to my peers and sometimes my subordinates.  Whether I agree with my leaders' choices, it is my responsibility to support and defend them.  I now realize that emotions matter and are contagious.

I feel I am still compassionate and am in touch with others. I genuinely care about others and their goodwill. Many times, I've been told I am a good listener and communicate well. Furthermore, "I have genuine respect and admiration" for my Airmen (Whalen, p. 126).  I go out of my way to ask about how the Airmen and their families are doing, especially when I know they are experiencing hardships.  Over the summer, we had several members with family that passed yet were unable to travel due to COVID.  During this time, I reminded our leadership team to ensure the members had the appropriate time/space to grieve and we made sure to send sympathy cards to show that our team was thinking of them.  

From the work assignment, I have a greater self-awareness of my status as a resonant leader.  Resonant leaders need to be highly self-aware, manage themselves in stressful and complex environments, empathize with others, and lead others to get the job done (Boyatzis & McKee, 2005).  Receiving feedback can be super hard. Too often people resort to their impulsive reaction rather than their conscious choice. Feedback enables you to look at situations and yourself differently, it unlocks self-reflection and growth, and opens the gate to change.  Due to very recent candid feedback from my supervision, self-reflection stemming from this exercise and some hard work ahead of me, I feel I can become a resonant leader.  

Boyatzis, R., & McKee, A. (2005). Resonant leadership: Renewing yourself and connecting with others through mindfulness, hope, and compassion. Boston: Harvard Business School Press.

Northouse, P. G. (2016). Leadership: Theory and Practice (7th ed.). Thousand Oaks, CA: Sage Publishing.

Whalen, D. J. (2007). The professional communications toolkit. Thousand Oaks, Calif: Sage Publications.

A641.1.3.RB - What is Great Leadership?

Depending on who you ask, you may get very different ideas of great leadership. In the video, "What is Great Leadership?" Dr. Richard Boyatzis explains the impact most effective leaders can have on you. 

Dr. Boyatzis' video exercise had me reflect on a leader whom I would try to avoid and did not bring out the best in me. Unfortunately, I have worked for a few of these "leaders".  One in particular, stands out as making me feel small and insecure.  He would often question and belittle members as a show of dominance.  I had the unfortunate experience to be screamed at, undermined and berated unjustifiably front of my team by him.  He did not allow me the opportunity to respond or give any perspective. I assume most he said was to make a point and be 'heard' by my team rather any sort of effective and actionable feedback. This approach, for me, was not respected or appreciated.  Rather than inspiring and leading his team, he would often micromanage and question his subordinates.  

In contrast, whenever I think of great leaders, I think of CMSgt Chasidy Sells. It is difficult to encapsulate how Chasidy's leadership. However, Dr. Boyatzis' exercise to describe how the leader make you feel helps put it into words. When I think of Chas I envision her bright bubbly smile and demeanor. She is a ball of energy and brings laughter, light and fun wherever she goes. She seamlessly makes everyone feel welcomed and part of the team. Chasidy is caring, kind and compassionate as well as uncomplicated and candid. Boyatzis describes how great leaders make you feel and states the music of leadership is emotions. Chasidy Sells is one of those great leaders.  She valued the members of our squadron and inspired me and many others.   

In the military, upholding standards and discipline is an integral part of our culture. As the squadron First Sergeant, Chas acted as the Commanders right hand (wo)-man enforcing standards. Oftentimes she would have to advise on disciplinary actions and punishment. The 1st Sergeant must also stand by the member receiving the punishment, explaining the decision and helping them understand and correct their behavior. "Like a master pianist who captures the power and majesty of a composition, an emotionally dynamic leader brings forth the “music” of the organization in all its complexity and inspires others to achieve their own potential as they contribute to the organization" (Egan & Feyerherm, 2007).  On several instances I remember Sergeant Sells mentoring Airmen after being reprimanded or demoted yet she was effectively able to lead them to a better place in their lives and careers.  Although she was just doing her job as a 1st Sergeant, how she did it made the difference.  She truly cared and still maintains relationships with her Airmen to this day.  She was a leader, friend and mentor yet I bet she would never fully know or understand the impact of her inspirational leadership. She has touched so many lives and I would gladly work with her again.  

References: 

Boyatzis, Robert. (n.d.) What is Great Leadership? [Video]. Case Western Reserve University. https://erau.instructure.com/courses/120698/assignments/2236792?module_item_id=6880465

Terri D. Egan, P. D., & Ann Feyerherm, P. D. (2017, October 30). Emotional Dynamism: Playing the Music of Leadership - A Peer-Reviewed Academic Articles: GBR. https://gbr.pepperdine.edu/2010/08/emotional-dynamism-playing-the-music-of-leadership/.

A634.9.4.RB - A Reflection of Our Learning

Select three key lessons you take away from the course. Share if your perception of ethics has changed. Has this course expanded your perspective on ethics as an individual, in an organization, and in society. If so, how. If not, why not?

While reflecting back on the past 8 weeks and reviewing all of the assignments, I am proud to say I took away quite a bit from this course. Ethics is extremely important part of society, and it provide a framework in which people can follow. Not falling for a slippery slope was one of my takeaways from the course. Being humble and not letting your position influence your decision making in a negative way is good character trait of a leader. My perception of organizational ethics has changed. I understand that not all dilemmas or decisions are black and white. Decisions should not be made in a vacuum and consequences, situations and decisions are all relative. This course was very insightful in exploring societal ethics. For example, I never before thought about the ethics of what I eat. The three specific lessons I take away from this course are outlined below.  

Module takeaways: 

1.  Discussed ethical dilemmas and how making ethical decisions in our lives is a complex task.
2.  Explored the definition of ethics and talked about the theories of ethics including consequentialism and deontology.
3. Dug into relativism and morality. we learned that as leaders, we will always have people and situations that will test our morals and our boundaries
4. Discovered how cultural issues such as gender, age, race, and religion impact ethical viewpoints.
5. Discussed the ethical implications of social media, technology, marketing, and the law.
6. Explored how we shall live as individuals.
7. Explored the concept of a code for managers, examined how leadership behaviors can influence our approach to the organization, and reflected on unethical behavior in the context of a successful practitioner.
8. Discussed how complex societal issues such as gun control and punishment have broad ethical implications

                                                                                                        ~LaFolette, 2007

 

Consequentialism 
The theory of consequentialism, as detailed by LaFollette (2007), is founded in its “claim that we are morally obligated to act in ways that produce the best consequences” (p. 23).

I believe circumstances and consequences matter and in order to make the best decisions with the most effective and ethical outcomes one must practice critical thinking. Elder & Paul (2013) state thinking tells us what to believe, what is important, what is true as well as everything we know, believe, want, fear, and hope for. "All thinking has an internal dynamic. It leads somewhere and, when acted upon, has consequences. You can't be a critical thinker if you are insensitive to the many implications inherent in your thinking." (Elder & Paul, 201, p. 87). Much like critical thinkers consider the Elements of Thought, consequentialists must consider and specify three dimensions:

    - Which consequences?
    - How much do they count?
    - How do they count?

The Golden Rule
The Golden Rule simply states, “You must treat others in the same way that you would want to be treated in the same situation.”

When I first considered the question to give examples where one might have to compromise the Golden Rule, my first instinct is to think “never, I always try to treat others how I want to be treated”.   There are in lies the problem and several assumptions: 1-Others want to be treated in the same manner that I do and/or 2-that I know (or assume to know) how others want to be treated. 

While the Golden Rule is a powerful and profound principle, not everyone is the same nor should they be treated the same in every situation.  People have differing motivations, drive and backgrounds that must be considered.  Just because we should be “considerate, thoughtful, and fair in how you treat others” (Putnam, 2016) doesn’t mean the consequences, background and outcomes will (or should be) the same.

Relativism and Morality
I believe morals and ethics are relative.  “Ethical relativism is the theory that holds that morality is relative to the norms of one's culture. That is, whether an action is right or wrong depends on the moral norms of the society in which it is practiced” (Santa Clara University, n.d.). 

My family has often referred to me as understanding and agreeable. With that, I often find myself being “swayed” by arguments and conversations on various topics and tolerant of others’ beliefs and actions.  Because of this, I thought of myself as inconsistent in my views and wishy washy.  However, through reflection after this week’s readings I feel I would be considered a relativist.  “Moral or ethical relativism is simultaneously the most influential and the most reviled of all relativistic positions” (Baghramian & Carter, 2015, para 4.5). While some see it as an indication of tolerance and open-mindedness, others think it signals confused thinking or immorality.

On the contrary, I believe relativism/relativists embodies the idea of intellectual empathy.  “Intellectual empathy requires us to think within the viewpoints of others, especially those we think are wrong” (Elder & Paul, 2013, p. 55).  As I believe that morals and ethics are relative, I must accept that my views may differ from someone else. When people empathize with others’ viewpoints, they gain new insights and expand their views.  

Individually we can make a difference. Collectively we can change the world.

References:
Baghramian, M., & Carter, J. (2015, September 11). Relativism. Retrieved June 17, 2020, from https://plato.stanford.edu/entries/relativism/
Elder, L., & Paul, R. (2013). 30 Days to Better Thinking and Better Living Through Critical Thinking: A Guide for Improving Every Aspect of Your Life. London: Prentice-Hall.Lafollette, H. (2007). The practice of ethics. Malden, Mass: Blackwell.
Putnam, M. (2016). The Golden Rule in Business. Retrieved from: https://globalethicssolutions.com/2016/11/28/golden-rule-business/
Santa Clara University. (n.d.). Ethical Relativism. Retrieved June 16, 2020, from https://www.scu.edu/ethics/ethics-resources/ethical-decision-making/ethical-relativism/

A634.8.3.RB - Gun Control: What is the Answer?

In Chapter 12, LaFollette (2007) discusses gun control. In recent years, we have witnessed many tragedies with respect to guns in the workplace. Do citizens have a right to bear arms? Answer the question in your reflection blog. State your opinion and follow up your position with supporting documentation. Next, present the opposing side to your stance. Use external sources to enhance your claims.

In recent years, we have witnessed many tragedies with respect to guns in the workplace.  Regardless, civilians have the right to bears.  While this might not be a fundamental right, the right to bear arms is a derivative and constitutional right, according to LaFollette (2007).  Firearms are used for protection, hunting, collecting however there seems to be constant concern about civilians owning firearms and even more controversy over citizens carrying guns in the workplace. Are guns really that dangerous?  Are there really that many fatal workplace shootings?  Although any loss of life is tragic, the statistics for workplace disasters regarding guns highlight how the focus on gun control for private citizens may be skewed. 

According to a Census of Fatal Occupational Injuries, by the U.S. Department of Labor (2019), there were 453 occupational shooting homicides in the United States in 2018.   Moreover, 351 of those were intentional shootings by other persons (U.S. Department of Labor, 2019).  That’s a mere 6% of total workplace fatal injuries in 2018 whereas almost 40% were caused by transportation incidents.  Consider this, our society requires one to study a handbook and take practice tests at the DMV, pass the learner’s permit test, log a certain number of hours with licensed driver, pass a driving (road) test, and drive with certain restrictions until the member reaches “maturity”.  Even with all this preemptive training and restrictions put in place, not to mention specific workplace training and guidelines, vehicular workplace fatalities are far surpassing those of fatal workplace shootings. 

Compared to the process of operating a vehicle, purchasing and using a handgun was simple in my experience.  One of the first times of shooting a firearm with at Air Force Basic Military Training.  There was a short classroom overview of the weapon before carrying, load and firing my issued M-16 firearm.  A few years later when I moved out of the base dormitory, I decided to buy a small handgun for personal safety.  I was extremely surprised at how fast and easy the process was; it took less than 1 hour from start to finish to choose and purchase a firearm.  With the amount of attention and controversy that surrounds gun control and workplace shootings, if we (our society) are seriously concerned, shouldn’t the process be more focused on preemptive training and restrictive controls? 

While the statistics prove that workplace shooting fatality numbers dim in comparison to vehicular fatalities, perhaps guns should be prohibited from civilian workplaces.   Businesses are required to maintain safe workplaces. If civilians are bringing firearms to work and creating an (potential) unsafe environment for others, they need to be restricted.  I am a female working in aircraft maintenance.  There are certain basic rules that I must follow in order to stay safe on the flight line.  For example, I must constantly keep my hair pulled back so as not to snag on equipment, I am prohibited from wearing jewelry to prevent from getting injured climbing stands/ladders, and I am prohibited from wearing a hat or wig on the flight line to reduce the possibility of it being sucked into a jet engine.  These restrictions do not mean I can never wear my hair down, jewelry or hats; I just cannot do these at my workplace due to safety concerns.  The same argument can be made for guns in any or most workplaces.  There could be a concern of accidental discharge or worse, someone losing their temper at work while having easy access to their weapon and using it.  Organizations must weigh the pros and cons of allowing firearms at work with the potential risks.  Therefore, guns should be prohibited from civilian workplaces.   

References: 

Lafollette, H. (2007). The practice of ethics. Malden, Mass: Blackwell. 

U.S. Department of Labor. (2019, December 17). TABLE A-2. Fatal occupational injuries resulting from transportation incidents and homicides, all United States, 2018. Retrieved July 22, 2020, from https://www.bls.gov/iif/oshwc/cfoi/cftb0323.htm

A634.7.4.RB - Egoism: Psychological and Moral

There are two forms of egoism, psychological egoism and ethical egoism. According to LaFollette (2007), a psychological egoist claims to define the reason why we behave the way we do and points out that we act congruence to our self-interest yet cannot clearly explain the rationale behind our interests. Ethical egoist, on the other hand, claims that there is only one moral standard that is to say that we should act and behave in manners that maximize our self-interest (LaFollette, 2007).

1. What is your view on egoism? I agree with this view of psychological egoism, which simply claims that whatever a human being does, the aim is self-benefit. If psychological egoism is correct, it means that even when people appear to act for others’ benefit, with no concern for themselves—which is called altruism—they’re actually doing it for their own sake (Egoism, n.d.). We do what makes us feel good.

2. How do you see ego getting in the way of ethical decisions in the workplace? Ego can easily get in the way of making decisions in the workplace. Having an ego starts to crowd out our blind spots and we become less self-aware leading to poor performance as a leader. Your ego is what prevents you from hearing critical but necessary feedback from others. Ego makes you over-estimate your own abilities and worth. 

3. Should leaders get benefits others do not receive? Leaders and others should receive benefits commensurate with their position and responsibilities. These benefits can be a motivation for a person to excel in their position to move into a position of leadership and so can be a positive factor. In the military, we say “RHIP”; Rank Has Its Privileges. On the other hand, a leader can abuse the benefits and abuse the power of their position and rank. For example, a few years ago, part of my responsibilities was to attend a morning aircraft production meeting with all the Squadron and Aircraft Maintenance Unit managers. The maintenance office and maintenance superintendent (chief) chair the meeting every morning. However, the squadron Chief Master Sergeant would often leave the meeting early stating he had “chiefly things to do”. In actuality, he was leaving most mornings to go eat breakfast or go to the gym while we stayed and carried on the meeting without him. While in this case, rank had it privileges, he abused his power and position, quickly creating resentment throughout the squadron. 

4. How could leaders be better rewarded to promote ethical behavior? Leaders can reward (and be rewarded) to promote ethical behavior. Leaders must commit to correcting and/or punishing unethical behavior. They must also praise in public the behavior they want to see. For example, recently we had a Non-Commissioned Officer (NCO) who performed inadequate and unethical maintenance. His poor maintenance practices could have led to an aircraft fire or crash. Later an Airman identified the wrong-doing and informed leadership. Although the situation was corrected prior the aircrafts next flight, the NCOs actions must be corrected otherwise he might be comfortable continuing this type of behavior. Additionally, the Airman should be commended for his attention to detail and honesty in coming forward.

References:
Egoism. (n.d.). Retrieved from: https://philosophyterms.com/egoism/References:
LaFollette, H. (2007). The practice of ethics. Blackwell Publishing

A634.6.3.RB - What are Virtues?

Benjamin Franklin's self-improvement program included 13 virtues that he felt were important guides for living along with principles for each that would, in his opinion, define a person of good character. He developed a scorecard for evaluating how well he measured up to his own ideals. Throughout his life, Franklin tried to live by these virtues though not always successfully. 

Select three of Franklin's virtues and reflect upon them in your blog. Ask yourself, how can I include them in my daily life? 

According to the PBS Virtue quiz, I scored pretty well overall and am on the right path. The quiz was simple but made me think about how I live and the daily choices I make.  I definitely can improve many areas of my life in order to live virtuously like Benjamin Franklin.  Temperance, Resolution and Cleanliness are three areas the quiz suggested I might want to improve. 

Temperance. 
Temperance, or self-restraint, is a virtue that I can improve.  I grew up with two alcoholic parents, so I am very familiar with those who do not drink in moderation.  From a very young age I vowed not to live like that.  However, that "addictive" personality gene must have slipped through when it comes to eating.  I am not overweight by any means but I am a food lover and often over indulge, especially on Thanksgiving which is why I probably scored low on this particular question/virtue.  Additionally, I am sure there are ways to improve this virtue on a daily basis, personally and professionally.  Norz (2015) states, "temperance comes into play frequently because, like the millions who exceed speed limits every day, there are many circumstances in which companies can violate laws for years with little risk of getting caught".  For example, at work one of my responsibilities is to review individual's qualification training and recommend them for increased certifications once the prerequisites are met.  This is a tedious task that requires multiple layers of supervisory review.  Since being in my position, I have relied heavily on my training manager to review "the little things" in the package prior to my concurrence and approval.  However, I recently realized the "little things" are getting missed.  While it's easy to blame the training manager, it is ultimately my responsibility which i was "speeding" through.  "Evaluate your own habits and consider the degree to which you may be failing to restrain yourself from “speeding” at work. Make adjustments as needed to be more temperate" (Norz, 2015). 

Resolution.

This virtue of resolution ties nicely with temperance.  Just as I must use self-restraint to not "speed" through my tasks, I must also resolve to see them through.  In my position I often feel as if I am a Firefighter, constantly putting out fires at work and never getting to the daily responsibilities.  I had set specific goals for my team which now months later, have not been met.  Building resolve requires that I accept responsibility for myself, my life and my choices.  It is up to me and me alone to create the life I want to live (Spiritualwarriorscholar, 2018).  Additionally, I must be accountable for what I say and do...or don't do.  

Cleanliness.

I have always considered myself a clean person. I try to keep a tidy house.  However, after self reflection my toleration has 'shifted'.  Daily life with a full time job, three kids and Master's level classes requires a delicate balance.  If one's attention shifts too much to work, the home life will eventually 'feel' the shift and vice versa.  Through self reflection I realize that I tolerate 'uncleanliness' in order to focus my attention more on my family and work.  I believe another point in this virtue was to show how things should be handled in the moment and for one not to procrastinate.  If my toleration for uncleanliness worsens, my toleration for other aspects of my life will progressively worsen, potentially.  One way to combat procrastination is through mental rehearsal.  According to Peper, et al. (2014) “mental rehearsal is role-playing in your imagination. The more you imagine yourself performing the desired (or undesired!) behavior, the more likely it is that you will actually perform that behavior. Mental imagery is a process in which a behavior or a performance is rehearsed mentally, as if the person is actually performing it” (p. 83). This technique can be useful in reducing procrastination and improving resolve.  

Benjamin Franklin’s virtues are listed below (Ben's 13 Virtues, n.d.):

1. Temperance: Eat not to dullness. Drink not to elevation.
2. Silence: Speak not but what may benefit others or yourself. Avoid trifling conversation.
3. Order: Let all your things have their places. Let each part of your business have its time.
4. Resolution: Resolve to perform what you ought. Perform without fail what you resolve.
5. Frugality: Make no expense but to do good to others or yourself: i.e., Waste nothing.
6. Industry: Lose no time. Be always employed in something useful. Cut off all unnecessary actions.
7. Sincerity: Use no hurtful deceit. Think innocently and justly; and if you speak, speak accordingly.
8. Justice: Wrong none by doing injuries, or omitting the benefits that are your duty.
9. Moderation: Avoid extremes. Forebear resenting injuries so much as you think they deserve.
10. Cleanliness: Tolerate no uncleanness in body, clothes, or habitation.
11. Tranquility: Be not disturbed at trifles, or at accidents common or unavoidable.
12. Chastity: Rarely use venery but for health or offspring; never to dullness, weakness, or the injury of your own or another's peace or reputation.
13. Humility: Imitate Jesus and Socrates.

References:
Ben's 13 Virtues. (n.d.). Retrieved from Ben's 13 Virtues: http://www.pbs.org/benfranklin/pop_virtues_list.html
Norz, J. (2015, May 7). Temperance — The Cornerstone of an Ethical Corporate Culture. Retrieved from https://www.corporatecomplianceinsights.com/temperance-cornerstone-ethical-corporate-culture/
Peper, Erik, PhD., B.C.B., Harvey, R., PhD., Lin, I., & Duvvuri, P. (2014). Increase productivity, decrease procrastination, and increase energy. Biofeedback (Online), 42(2), 82-87.
Spiritualwarriorscholar. (2018, October 25). ON THE VIRTUE OF RESOLUTION. Retrieved July 09, 2020, from https://theeclecticmethod.com/2018/02/02/on-the-virtue-of-resolution/

A634.5.4.RB - Is Marketing Evil?

Just as individuals must balance the need to win with being ethical, so do companies. Companies must make ethical choices when hiring their workers and ensure ethical relativism plays a vital role in every business dealing, especially marketing initiatives. It is imperative that ethical marketing guidelines be put in place in every organization to create and promote kind of ethical organization that they aspire. Ethics training and guidelines can have a positive impact, especially if it is recurring. One example is initial and annual ethics training and signed commitment to code of conduct. Additionally, all management levels must enforce their standards in everyday conduct as well as marketing initiatives. 

The first time I felt deceived by a company was with the Disney Movie Club. I had just moved into my own apartment and received a brochure claiming I could get 4 Disney moves for $1 with Free shipping. All I had to do was agree to a minimum purchase agreement. I was fine with that except after two months I started receiving movies I never agreed to and being charged for them. What I failed to do is read the “fine print” about the Featured Title Offer. Every month, there is a Featured Title Offer mailed out for you to either receive or decline. “However, if you do not timely inform us of your choice by the date specified on the Featured Title Offer response card or Featured Title Offer email notification, the Featured Title will be shipped to you automatically, (Disney Movie Club, 2020). I quickly fulfilled my contract and cancelled my subscription, unpleased with my experience. A study found that 94% of consumers are likely to be loyal to a brand that offers complete transparency (Hyken, 2019). Though I love Disney movies, I always think twice about buying one for my children because of my experience.

Companies must also balance between ethics and profits. They must be willing to potentially lose money in order to stick to their ethical standards. Take Starbucks for example. In 2008 CEO Howard Schultz believed that Starbucks was beginning to lose its neighborhood feel. So, against profitability, he permanently shut down 900 stores and closed the other 11,000 stores down for a day to retrain all its employees (Hedges, 2012). Starbucks values are embodied in how they conduct business. In fact, one of their values in their mission statement (2020) is “Being present, connecting with transparency, dignity and respect”. 

As a leader, I must ensure that I don’t make mistakes in overlooking my employees’ behaviors and actions that are unethical regardless if the results.  Leading by example is a key to leading others in a way of practicing what I am preaching. For example, if I expect my followers to embody ethical decision making yet my actions are contradictory to my guidance just one time, all trust is lost. This is a recipe for a plausible slippery slope where “a relatively harmless and plausibly permissible action may increase the propensity of acting badly later. This propensity makes doing the initial actions immoral” (LaFollette, 2007, p. 135).


References:
Dincer, C., & Dincer, B. (2014). An Overview and Analysis of Marketing Ethics. International Journal of Academic Research in Business and Social Sciences, 4(11). doi:10.6007/ijarbss/v4-i11/1290

Disney Movie Club (2020). Disney Movie Club: Disney movies on Blu-ray, DVD & Digital Code. Retrieved July 04, 2020, from https://disneymovieclub.go.com/magic?catalogId=10051

Hedges, K. (2012, November 12). Why I'm stalking Starbucks CEO Howard Schultz. Retrieved from https://www.forbes.com/sites/work-in-progress/2012/04/10/why-im-stalking-starbucks-ceo-howard-schultz/3/#33ad27ba454f

Hyken, S. (2019, August 09). Unethical Marketing Destroys Customer Experience And Brand Reputation. Retrieved July 04, 2020, from https://www.forbes.com/sites/shephyken/2019/08/11/unethical-marketing-destroys-customer-experience-and-brand-reputation/

LaFollette, H. (2007). The practice of ethics. Malden, MA: Wiley-Blackwell.

Mission Statement. (2020). Retrieved July 04, 2020, from https://www.starbucks.com/about-us/company-information/mission-statement