Transformational leadership entails a leader motivating and inspiring followers to perform beyond expectations while sacrificing self-interests and serving the common good (Wang & Oh, 2011: p. 224). Furthermore, transformational leaders tend to challenge the status quo, which may result in increased performance levels due to both creativity and innovation (Wang et al., 2011: p.228). The article by Wang and colleagues suggested that transformational leadership was positively related to desirable individual, team, and organizational performance (Wang et al., 2011: p.253). Moving forward, Wang and colleagues suggest that organizations should choose the right people with transformational leadership personality traits (i.e. extraversion and emotional stability) and they should offer training programs to enhance management’s leadership styles (p. 253). In addition, transformational leadership is most effective in collaborative team environments.
I can use transformational leadership principles to motivate my followers by encouraging them to serve higher-level needs such as the common good. It is important to link their work to serving a cause greater than themselves, yet inspires followers to become their best self (Northouse, 2017: p. 168). In addition, this win-win leadership style not only serves a higher purpose but also increases desirable performance in the individual, teal, and organization. I will also remind myself to constantly look for individuals that show potential for transformational leadership development. However, it is crucial that these individuals have a strong code of ethics because transformational leadership can be used for harm.
Ethics is concerned with the virtuousness, values, and morals of an individual’s character and motives (Northouse, 2017: p. 336). Ethics provide a guide for decision-making with regards to what is good and bad, or right and wrong (Northouse, 2017: p. 336). Whether implicitly or explicitly, ethics are the backbone of all decisions. Ultimately, ethics direct the choices that leaders make and how they respond in various situations (Northouse, 2017: p.336).
The two ethical leadership principles that I believe are most important are respect for others and manifesting honesty. Firstly, I believe that respecting others is most important because we currently are experiencing ruthless capitalism where people are more motivated than ever to accomplish the American Dream at the expense of others. For example, traces can be seen of this as with the case of Enron where thousands of people lost their retirement savings because they were simply seen as a means to an end in a pump and dump scheme. Leaders need to respect followers’ valuable individual differences with respect to their own wants, needs, and dreams (Northouse, 2017: p. 346). The needs of both the leader and the followers need to be effectively fused together. Secondly, ethical leaders are honest by avoiding the harmful action of dishonesty. Leaders need to be honest so that they are trusted by followers and seen as being reliable and dependable (Northouse, 2017: p. 350). If leaders are not honest, followers will lose respect and the leader’s influence and impact will be compromised. Dishonesty and lying mean that a leader is open to manipulating and betraying the relationship with followers in order to suit personal interests (Northouse, 2017: p. 350). I believe that these are the most important because a leader needs honesty in order to reinforce respect, which ultimately creates trust in the leader-follower relationship. Without these, the leader will have little to no influence on follower’s actions, beliefs, or decisions. Therefore, the leader will not have impact in achieving desired goals.
If a leader has broken these two ethical leadership principles (respect and honesty) once, do you think the leader can make amends in full and become an effective leader again?
Christina
References
Northouse, P. G. (2018). Leadership: theory and practice (Eighth ed.). Thousand Oaks, CA: Sage Publications.
Wang, G., Oh, I.-S., Courtright, S. H., & Colbert, A. E. (2011). Transformational leadership and performance across criteria and levels: A meta-analytic review of 25 years of research. Group & Organization Management, 36(2), 223–270. https://ezproxy.student.twu.ca:2420/10.1177/1059601111401017