Ethical Leadership in Engineering: Part 2 ‘The How’

This is a guest blog post by Emeka Ukaga, PE, Assoc.AIA

Part of the “Leadership Excellence in Engineering” Series (Section II: Managing Teams)

Introduction: The How

In my early career as an engineer, I faced a tough ethical dilemma. A client pressured our team to cut corners to meet a tight deadline, but the safety of future users was at risk. It was a defining moment that solidified my commitment to ethical leadership. In engineering, ethical leadership is about making the right choices, even when they’re difficult, and creating a culture that prioritizes integrity over expediency.

In our first post on ethical leadership (read Part I here), we discussed why ethical leadership is not just good for society, but good for business. In this follow-up post, we will explore the essential components of ethical leadership in engineering and provide actionable strategies for managers to cultivate a strong ethical foundation within their teams.

1. Key Point 1: Develop and Enforce a Robust Code of Ethics
2. Key Point 2: Conduct Ethics Training Sessions
3. Key Point 3: Lead by Example
4. Key Point 4: Create a Safe Space for Reporting Ethical Concerns
5. Key Point 5: Balance Profitability With Social Responsibility
6. The Future of Ethical Leadership in Engineering
7. Conclusion

Key Point 1: Develop and Enforce a Robust Code of Ethics

A strong code of ethics is the backbone of ethical leadership. For example, during a complex project, our firm’s well-defined code of ethics became a guiding light when the team faced pressure to compromise on quality. Because everyone understood the expectations, the team was able to uphold our commitment to safety and integrity.

Steps to implement:

• Create a clear and comprehensive code of ethics: Ensure the code addresses potential ethical dilemmas specific to your field and is accessible to all team members.
• Ensure all team members understand and commit to it: Regular training and discussions about the code help integrate it into the team’s daily work.
• Regularly review and update the code: As the industry evolves, so should the ethical guidelines to ensure they stay relevant.

Remember, while policies and standards are critical, a culture of ethics within the team is even more important. As Peter Drucker famously said, “Culture eats strategy for breakfast, lunch, and dinner.”

Key Point 2: Conduct Ethics Training Sessions

During typical compliance training, you will come to learn that many ethical issues arise not because of nefarious intentions, but due to stress and uncertainty. The vast majority of unethical behavior tends to come from normal people put under a lot of external pressure. This insight has led to many of the top engineering firms striving to implement regular ethics training sessions that use real-life scenarios to illustrate complex ethical principles.

Steps to implement:

• Organize regular training sessions: Make ethics training a regular part of your team’s development.
• Use real-life scenarios: These scenarios help team members understand how to apply ethical principles in high-pressure situations.
• Encourage open discussions: Create an environment where team members feel comfortable discussing ethical dilemmas and seeking advice.

By providing practical examples and fostering open communication, you equip your team to handle ethical challenges effectively.

Key Point 3: Lead by Example

Leaders who model ethical behavior set the standard for their teams. I once worked with a senior engineer who exemplified integrity. He was the kind of boss who led from the front and never asked us to do anything he wouldn’t do. He was also the first person I felt I could turn to if I was having an issue at work or personal issue as a young, early career engineer. His transparent decision-making and accountability inspired the entire team to prioritize ethical practices as we sought to emulate and live up to the high standard he set.

Steps to implement:

• Demonstrate integrity and transparency: Make ethical choices visible to your team and explain the rationale behind them.
• Be accountable for your decisions: When mistakes are made, take responsibility and use them as learning opportunities.
• Inspire through ethical leadership: Your actions will have a more significant impact than any policy or guideline.

Leading by example creates a ripple effect, encouraging others in your organization to act ethically as well.

Key Point 4: Create a Safe Space for Reporting Ethical Concerns

The Occupational Safety and Health Administration (OSHA) is responsible for setting workplace health and safety standards in the U.S. One of the key ways that this is maintained though is through promoting and supporting whistleblower regulations. Essentially, OSHA understands workplaces are safer when employees feel they can self-advocate for their safety without fear of repercussion.

In the same vein, it isn’t enough to simply push a culture of ethics in an organization. Great engineering leaders understand they must also create a climate and formal system for reporting ethical concerns in order to ensure employees feel they can be heard without fearing what may happen if they do the right thing.

Steps to implement:

• Establish a confidential reporting system: Ensure team members can report concerns anonymously, if necessary.
• Ensure no repercussions for reporting: Make it clear that there will be no negative consequences for raising ethical issues.
• Act promptly and fairly on reported issues: Address concerns quickly and ensure that any actions taken are just and transparent.

By creating a safe space for reporting concerns, you foster a culture of trust and accountability within your team.

Key Point 5: Balance Profitability With Social Responsibility

One compelling example of balancing profitability with social responsibility comes from DuPont, the company behind Teflon. Despite the massive popularity of their nonstick coatings, DuPont faced mounting concerns over the environmental and health risks associated with perfluorooctanoic acid (PFOA), a key chemical in their production process.

Rather than prioritizing short-term profits, DuPont made the difficult decision to phase out PFOA and transition to a new formulation. This change was costly and impacted their profitability in the short run. However, by prioritizing social responsibility, DuPont protected both the environment and public health, which ultimately strengthened their long-term reputation and set a new industry standard.

Steps to implement:

• Integrate social responsibility into your business model: Align your firm’s goals with ethical and sustainable practices.
• Evaluate the long-term impact of projects: Consider how your projects will affect society and the environment in the future.
• Prioritize ethical practices: When conflicts arise between profitability and ethics, choose the path that aligns with your ethical framework, even if it means sacrificing short-term gains.

Balancing profitability with ethical practices can be challenging, but it leads to sustainable success and a positive impact on society.

The Future of Ethical Leadership in Engineering

As the engineering industry continues to evolve, new ethical challenges are emerging. Technologies like AI, biotechnology, and smart cities bring immense potential, but they also raise questions about privacy, equity, and environmental impact. Ethical leadership will be increasingly important as engineering firms navigate these complexities.

In the future, ethical leadership will require not only a strong understanding of ethical principles but also a forward-thinking approach that anticipates potential challenges and mitigates risks. Engineering managers will need to stay informed about emerging ethical issues and lead their teams with a commitment to integrity and social responsibility.

By fostering a culture of ethical leadership today, engineering managers can prepare their teams to tackle the challenges of tomorrow with confidence and purpose.

Conclusion

As engineers, we have a duty to ensure our work benefits society, and ethical leadership is the key to fulfilling that duty. Ethical leadership in engineering involves creating a robust ethical framework, leading by example, providing ethics training, fostering a safe reporting environment, and balancing business goals with social responsibility.

Reflecting on my journey, I’ve seen firsthand how prioritizing ethics leads to stronger teams, better outcomes, and can make or break a project. I encourage you to embrace ethical leadership in your own role, setting a standard that others can respect, learn from, and follow.

About the Author

Emeka Ukaga is an innovative engineer and team leader with over 10 years of experience leading technical and creative project teams. He has provided industrial architectural design and structural engineering work for clients including Tesla, Amazon, Intel, and the U.S. military. Emeka is a lifelong learner who is always actively researching innovative approaches to engineering, design, and improving user-experiences. He has successfully managed multi-million-dollar projects in the tech and AEC industries, delivering success through iterative deliberate design, creative project management, and effective resource management. You can read more of his work on EMI’s blog and connect with Ukaga at LinkedIn.

We would love to hear any questions you might have or stories you might share on why you think ethical leadership in engineering is important.

Please leave your comments, feedback or questions in the section below.

To your success,

Anthony Fasano, P.E., AEC PM, F. ASCE