Likewise, they purposed that agreeableness, conscientiousness and neuroticism as personality antecedents of ethical leader behavior. However, there were few implications of findings for this study. One of those implications as revealed by authors was that organization can change employees’ personalities was very limited. The constraints of personalities may also limit the extent to which ethical leadership can be developed in organization through appropriate socialization and training. Moreover, the authors noticed some limitations during the research.
However, charismatic leadership is when an individual is a relatively experienced communicator. Furthermore, charismatic leaders are very eloquent and in this regard are able to communicate through their followers on a profound and emotional level. By all means, leaders who are charismatic are able to articulate their messages that stir up strong emotions within their audience. As a result,
Ethical leaders have an obligation to develop their subordinates, challenge them, and provide them with an example of the standard of leadership. Their success is highly related to the pathway their leader builds or cuts off. Peers of leaders deserve to have a “team player” that can support the moral high road, questioning actions lacking the highest ethical elements, and contributes to making decisions for the organization which adhere to unwavering principles. Suppliers and customers both have a need to be able to engage with an organization that has a reputation for impeccable honesty. They are investing in a financial relationship, which puts them at risk.
Twenty-first century researchers believe that leaders need to focus on talent acquisition, creativity and innovation, and leading effective change in order to generate new products, improve services, discover unconventional revenue streams, and coach others in order to maintain a competitive advantage (Boneau & Thompson, 2013). However, for the past 30 years, the leadership styles that have been dominant in research are transactional and transformational leadership (Keskes, 2014). Transactional leadership. Transactional leadership is described as managerial leadership because it emphasizes the supervisory role, as well as the organization and group’s performance (Odumeru & Ifeanyi, 2013). Transactional leadership is also described as an exchange of the leader’s interest and followers’ expectations involving commitment, respect, and trust (Paracha, Qamar, Mirza, Hassan, & Waqas,
It is fascinating how differently the same organisation can perform with different leaders. It is all about motivating team members to be at their best levels in both collective and separate ways that shows great distinction between leadership styles. There are a lot of leadership styles that guide organisations to greater success, and one of them is transformational leadership that allows for flexibility and good interaction amongst members of the organisation and the leader. Transactional leadership, dictatorship, is mainly concerned with maintaining the good public status and performance than building an effective team. Through passion, motivation and charm, charismatic leaders are capable to articulate their vision under the organisation’s
Furthermore, according LRN research conducted in the United States, most of the full-time workers preferred working in an ethical company, suggesting the importance of leaders and stakeholders’ ethical behavior in the organization (Dubrin, 2010). Evidently, the ethical outlook, and behavior of an organization and its leadership bear a direct impact on the employees in any business. In light of this, it is imperious that leaders consider business ethic with utmost importance, because they positively affect the
Concerning influential types of management/leadership in ethical behaviour, findings contain mainly the following types- as they were described by Trevino & Brown (2004): Transformational leadership: these relationships entail future obligations that are unspecified and are enforced by norms of reciprocity. Without the protection of contractually specified obligations, the perceived trust-worthiness of the partners and the fairness of the exchange become important for developing and maintaining lasting relationships. The obligation is voluntary and the benefits may be non-monetary, hence the loss of reputation plays an important role here. Leaders, in this category raise followers’ level of moral development and focus followers
This implies that integrity can be influenced by the morals of a corporation and therefore, in order to be an ethical leader one needs to be consistent in ethical leadership. This however, does not subtract from the importance of integrity being a key feature for an effective leader as “the more a leader obtains ethical principles, the higher level of trust and respect they will generate from followers” (Mihelič et al, 2010, p.31) confirming that high levels of integrity produce effective results. Organisational performance is an outcome of integrity which also links to charisma being another important feature for an effective leader as this can also impact