This reflective essay explores the concept of moral intelligence in a business context, drawing primarily on Lennick and Kiel's Moral Intelligence: Enhancing Business Performance and Leadership Success and Trevino and Nelson's Managing Business Ethics. The paper examines the author's highest moral competency—honesty and acting consistently with principles—as identified through the Moral Competency Inventory (MCI), alongside the lowest competency: difficulty letting go of personal mistakes. Using these insights, the author constructs a personal ethical code grounded in the four pillars of moral intelligence—integrity, responsibility, compassion, and forgiveness—and articulates a moral compass statement intended to guide future personal and professional development.
The paper models how to move from theoretical framework to personal application—a core skill in applied ethics writing. Rather than simply defining moral intelligence, the author uses the MCI as a diagnostic tool, then maps the results onto course readings to produce actionable self-knowledge. This evidence-to-insight structure is a strong model for reflective academic writing.
The essay opens with an introduction to moral intelligence, then dedicates two sections to the highest MCI competency (honesty), including its nuances and limits. A central section addresses the lowest competency (self-forgiveness), supported by a personal anecdote and an interview. The final two sections synthesize readings and self-knowledge into a formal personal ethical code and a closing moral compass statement. The reference list follows APA format.
The first question I asked when I came into this class was: "What is moral intelligence?" I knew from conversations with others about the course that the question would be answered, but I did not understand how thoroughly. I have since learned that the best definition of the concept appears in the first chapter of Moral Intelligence: Enhancing Business Performance and Leadership Success by Lennick and Kiel (2007). Their statement was that "moral intelligence directs our other forms of intelligence to do something worthwhile." This was significant because, although I had long recognized the benefits of both general intelligence and emotional intelligence, I had never seriously considered the benefits of moral intelligence. Through this class I learned not only what moral intelligence is in detail, but specifically what my strengths and weaknesses in this area are. From this information I have written a personal ethical code that I hope to use and build upon through my personal development.
After taking the Moral Competency Inventory (MCI; Lennick & Kiel, 2007), I found that I scored highest in "telling the truth and acting consistently with principles." To me, this means that I want to be honest in whatever I do, and that beyond being honest, I do not allow my personal ethics to be compromised. Telling the truth can be difficult in some organizational settings when the truth is negative. Unfortunately, there will be times when the truth is not popular, and it is easiest to placate someone—whether a boss or an employee—out of a desire not to hurt feelings or to protect people's sense of job security.
As Lennick and Kiel (2007, p. 82) observe, "When times are tough, leaders need to be able to tell the truth while providing people with real reasons for hope and optimism." In The Compromise Trap, Doty (2007, p. 25) adds, "Every time you cross a line or betray a commitment you take a bite out of your self-respect, your confidence, and your passion for what you are doing." I am therefore glad that this is my highest competency, because I will search for ways to tell the truth no matter what it is. Finding ways to give truthful answers to both subordinates and superiors may be a challenge at times, but it will be a worthwhile exercise in the long run.
One theme that Moral Intelligence addresses is the ability to "lead with the truth" (Lennick & Kiel, 2007, p. 82). The authors believe that there is never a time when the truth is not the correct path, and I share this value. They provide several examples of what it looks like to tell the truth and how it can be done even in the most difficult circumstances. One manager was forced to deliver a difficult truth to her senior colleagues—a truth that could have caused them all to leave—but they trusted her integrity and stayed with the company (Lennick & Kiel, 2007, p. 84). I have not been tested to that degree, but I hope I could maintain the same strength she showed. I have been tested in minor ways, such as whether to cheat on a test or avoid a minor consequence by lying, and I have consistently maintained my honesty even when it led to difficult outcomes.
Lennick and Kiel (2007) also point out situations in which it is important not to divulge the entire truth (p. 85). I spent considerable time with this portion of the text, wondering how I would react to the situations described. In a life-or-death situation it might be acceptable to withhold information, but in a business situation it would be far more difficult. My dilemma would be whether to honor my position within the company or my own set of values. I believe it would be essential to understand all of the implications of an action before deciding. Knowing that I am generally honest means people trust me, and it would be especially difficult to withhold information when I am trusted precisely for my truthfulness. I take from this that every situation must be evaluated in context. There are times when the good of the organization requires that employees—especially managers—not divulge certain information, even to subordinates. In such a situation I believe I would ultimately follow the obligations I have accepted toward the organization, though it would not be easy.
Having found out more about myself from the exercises in this class and the readings, I believe that my moral compass entails maintaining all of my moral strengths and strengthening my weaknesses through a conscious effort in every decision that I make. Some good habits are already deeply ingrained, but others are not. For those positive qualities that do not yet come naturally, I recognize that I will need to think deliberately about my actions and ensure that I am following all of the moral principles to the best of my abilities—especially in the area of forgiving myself for mistakes. If I commit to this and remind myself of it every day, I will be a better person.
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