Introduction
A heinous offence, academic plagiarism, is when you pass off someone else’s words or ideas as your own. This type of plagiarism compromises the integrity of the academic process as a whole and occurs when a candidate repeatedly appropriates text from a printed source without crediting the original author (Comas-Forgas & Sureda-Negre, 2019). Plagiarism is a contributing factor to academic dishonesty, leading to workplace dishonesty since students inclined to cheat will eventually cheat at work if they land a job. In order to prevent plagiarism, all universities and colleges worldwide are fighting to stop cheating by enforcing codes of honor and regulations that uphold high standards of academic integrity (Comas-Forgas & Sureda-Negre, 2019). These regulations are intended to shape the attitudes and behaviors of graduating students as they enter the workforce and ensure that they remain professional. This essay examines academic plagiarism, academic integrity, the value of business etiquette, ethical guidelines, and students’ ideals of a company.
Consequences of Academic Plagiarism
Academic plagiarism has negative consequences on a student’s life, including harm to their reputation and professional reputation and financial and legal ramifications. All higher education establishments have intensified their efforts to combat plagiarism to release students suitable for the corporate world (Grigoropoulos, 2019). Students should grasp the foundations of academic honesty before entering the business sector since they are crucial for professionalism in a corporate setting. Sadly, it takes years to develop the skills and knowledge necessary to foster moral leadership; leaders are not born (Grigoropoulos, 2019). Even though training is crucial for a leader’s growth, they must first comprehend the idea of academic honesty.
Any business or organization’s success is impacted by a student’s academic integrity. By studying and applying ethical leadership, they will become business leaders in any industry they enter. Consequently, moral leadership is essential to any company and consists of two components: moral leaders act morally and make moral decisions (Javed et al., 2018). Leaders are evaluated based on their attitude, methods of leading the company or organization, and everyday interactions with others. Ethical leadership can be classified as obvious or invisible. It is made clear by pointing out how it is demonstrated by the way leaders treat and engage with people, as well as by their deeds and words. As stated by Javed et al. (2018), “Ethics is consistent in ethical leaders across time, not just when they are being observed, and this consistency proves that ethics are an integral part of their intellectual and philosophical framework, that through this same framework, they interact with and understand their environment”.
Maintaining academic integrity is essential to encouraging moral behavior within a company. Leaders set the tone and culture of behaviors and objectives inside the company. The position of the leader is usually to control many outcomes that have an impact on the entire firm (Kangas et al., 2018). The values that executives espouse are conveyed through their conversations within the organization. Customers, stakeholders, and employees typically adhere to the culture and values established by the organization’s leaders.
Organizational leaders should conduct themselves with professionalism and ethics when providing leadership and services for a variety of reasons. Since leaders set an example for others to follow, how they lead and engage with stakeholders—including customers, employees, and other parties—is affected (Ko et al., 2017). As a result, it is the leader’s responsibility to set an example of ethical behavior for the rest of the business if they want it to operate that way.
Clients prefer doing business with high-integrity companies since they can readily trust and stick with them. A company that exhibits a rise in unethical behavior tends to alienate most customers (Cronan et al., 2018). Additionally, employees are happier working for morally committed companies because they feel that the company values them as individuals (Ko et al., 2017). Respect and credibility are gained by the leader and the organization as a whole through ethical leadership.
Conclusion
Financial scandals and pyramid schemes have shaken many organizations throughout the globe today. Additionally, less competent corporate leaders are assuming leadership roles due to a lack of ethical consideration brought on by academic dishonesty in colleges and universities. It is challenging to recognize the significance of ethical behavior in organizations since the need to generate money drives many enterprises more than the need to make moral decisions. This demonstrates unequivocally that those working in the education sector should combat academic plagiarism in order to protect academic integrity, which is essential to the success of many companies and any business.
References
Comas-Forgas, R., & Sureda-Negre, J. (2019). Academic Plagiarism: Explanatory Factors from Students’ Perspective. Journal of Academic Ethics, 8(3), 217–232. https://doi.org/10.1007/s10805-010-9121-0
Cronan, T. P., Mullins, J. K., & Douglas, D. E. (2018). Further understanding factors that explain freshman business students’ academic integrity intention and behavior: Plagiarism and sharing homework. Journal of Business Ethics, 147(1), 197–220. https://doi.org/10.1007/s10551-015-2988-3
Grigoropoulos, J. E. (2019). The Role of Ethics in 21st Century Organization. International Journal of Progressive Education, 15(2), 167–175.
Javed, B., Rawwas, M. Y. A., Khandai, S., Shahid, K., & Tayyeb, H. H. (2018). Ethical leadership, trust in leader and creativity: The mediated mechanism and an interacting effect. Journal of Management & Organization, 24(3), 388–405. https://doi.org/10.1017/jmo.2017.56
Kangas, M., Kaptein, M., Huhtala, M., Lämsä, A.-M., Pihlajasaari, P., & Feldt, T. (2018). Why Do Managers Leave Their Organization? Investigating the Role of Ethical Organizational Culture in Managerial Turnover. Journal of Business Ethics, 153(3), 707–723. https://www.jstor.org/stable/45022842
Ko, C., Ma, J., Bartnik, R., Haney, M. H., & Kang, M. (2017). Ethical Leadership: An Integrative Review and Future Research Agenda. Ethics & Behavior, 28(2), 104–132. https://doi.org/10.1080/10508422.2017.1318069
write