2. Consider getting a mentor or a coach. See Getting a Mentor see Hiring a Coach and Getting Coached.

3. Name at least three sources for networking and/or support for you, for example, a network of friends, association, club, etc. Do you feel comfortable turning to these sources when you need help? If not, contact at least one source that you feel comfortable approaching when you're, for example, in need of suggestions for resources, feeling burned out, etc.

Managers monitor the behavior of employees in accordance with the organization's expectations of appropriate behavior, and they have a duty to respond quickly and appropriately to minimize the impact of suspected ethical violations.

Managers may be responsible for creating and/or implementing changes to the ethical codes or guidelines of an organization.

Managers may also be subject to a particular code of professional ethics, depending on their position and training. Fiduciary duty is an example that applies to some managerial roles.

Source: Boundless. “Managers Role in Ethical Conduct.” Boundless Management. Boundless, 26 May. 2016. Retrieved 06 Sep. 2016 from https://www.boundless.com/management/textbooks/boundless-management-textbook/ethics-in-business-13/maintaining-ethical-standards-97/managers-role-in-ethical-conduct-456-3504/

Don’t:

Unanimous decisions occur when all agree without reservation. They are easier for trivial matters, but very difficult for important and/or higher-pressure situations. Be careful not to confuse unanimity with consensus.

2. Consensu

In a consensus, each person agrees to support the decision, though all may not agree, and gives his or her consent. Despite differing perspectives, all agree that they can live with the decision. Consensus is the process most likely to ensure that each person’s input is valued, heard and considered.

3. Majority Rule

Majority rule decisions are made when more than half the group votes in favor. This process is used frequently in democracies, and rarely in organizations. Majority decisions, as with any voting situation, risk that you won’t have full support and that those not in agreement with the majority may do something less than helpful later. It also carries the possibility of establishing an “us” versus “them” mentality.

4. Expert

In this scenario, the group delegates the decision-making responsibility to an expert or small subgroup. This type of process is good for situations that do not require the entire group’s participation

5. Executive

In an executive decision, the leader makes the call. Most decisions are executive, and should be. The big mistake is that often the kind and amount of participation leading up to this kind of decision-making isn’t what it should be. The best decision-making is typically a highly participative executive decision. This approach is critical when dealing with issues such as team vision and mission

6. Defaul

In this scenario, a decision is made by action, or more likely, inaction that forces a conclusion. It is a powerless form of decision-making and is best avoided.
http://artsfwd.org/6-types-of-group-decisions/

Con's

Overview
Equity Theory essentially is a calculus in determining a member's net contributions to an organization and using that to compare with other members in order to put everyone on an equal footing in terms of worth. There is no absolute comparison in terms of quantity but rather "from each according to her/his ability to each according to her/his net contribution. So, person A may output 1,000 units of something a day but may be a brute, while B may output only 300 units a day but be below average in strength and stature. However, if each is outputting in accordance to their capacity, then, there is equal value. A leader then can approach both and say that they are providing equivalent value to the organization from and Equity theory perspective.
http://www.leadership-central.com/equity-theory.html#axzz4Mk4F3OZu