{"id":437,"date":"2018-11-09T04:33:39","date_gmt":"2018-11-09T04:33:39","guid":{"rendered":"https:\/\/create.twu.ca\/daneen85\/?p=437"},"modified":"2018-11-11T22:06:41","modified_gmt":"2018-11-11T22:06:41","slug":"unit-7-activity-2-managers-transformational-leadership-and-ethics","status":"publish","type":"post","link":"https:\/\/create.twu.ca\/daneen85\/2018\/11\/09\/unit-7-activity-2-managers-transformational-leadership-and-ethics\/","title":{"rendered":"Unit 7, Activity 2 – Managers, Transformational Leadership and Ethics"},"content":{"rendered":"

Management and Transformational Leadership<\/strong><\/p>\n

Managers have a critical role because they are in a position to model behavior that reflects organizational values and standards, as well as make decisions that directly impact followers. In this article by Wang, Oh, Courtright and Colbert (2011) there is a positive correlation to improved follower-level, organizational and team performance when supported by a transformational leadership approach. Individuals and teams reach higher levels of performance when lead by transformational leaders because they are internally driven to exceed expectations. Teams are committed to the purpose and they work collectively because transformational leaders motivate followers by emphasizing individuals\u2019 ties to the collective group, which fosters a team identity and supports efficacy (Wang et al., 2011). Transformational leadership does, however, have direct managerial implications that Wang et al (2011) capitalize on that are highlighted below:<\/p>\n

1.)\tTransformational leadership is a robust predictor of desirable outcomes across situations, therefore, hiring people that are more likely to become transformational leaders into managerial positions is desired. Leaders need to pay attention to how intervention programs enhance their manager\u2019s leadership style.<\/p>\n

2.)\tTransformational leadership is trainable; however, extraversion and emotional stability traits have been identified as more desirable for upper- managerial leadership roles.<\/p>\n

3.)\tOrganizations are likely to derive the most value from transformational leadership in settings involving teamwork and collaboration among employees in comparison to promoting transformational leadership through selection practices and training intervention alone.<\/p>\n

Principles of Ethical Leadership<\/strong><\/p>\n

Ethical leadership is concerned with five principles that guide righteous and just decision making while fostering an understanding of how one conducts themselves as \u201cmorally decent human beings\u201d (Northouse, 2018, p. 336). These five principles imply that ethical leaders: respect others; serve others; are just to others; exhibit honesty and build community.
\nFirst, an ethical leader shows respect to others by treating them as self-sufficient beings that possess their own goals and desires. Leaders \u201ctreat others as ends in themselves and never as means to ends\u201d (Northouse, 2018, p. 346). In transformational servant leadership, respect is achieved when followers feel as though their voice is heard, appreciated, and they are understood as individuals. Second, the ability to serve others which implies that leaders are follower centered and contributing to the virtue of others is most pivotal, in their role as a leader. Next, the principle of justice and equality in decision-making and relationships lays the groundwork for trust. The Golden Rule captures this principle the best, \u201cDo unto others as you would have them do unto you\u201d (Northouse, 2018, p. 349). Fourth, is the principle of honesty. I find this one to be one of the most challenging for leaders because actions speak louder than words and it is easier to say you will do something, but the follow-through is what fosters trust and faith in a leader. Authenticity becomes an important behavior that bridges honesty and allows a leader to be \u201copen with others and representing reality as fully and completely as possible. (\u2026) While monitoring what is appropriate to be disclosed in a particular situation\u201d (Northouse, 2018, p. 351). Lastly, ethical leaders build community because there is a deep-rooted value towards the concern for others. This is also a characteristic of a servant leadership. The concern for others also implies that leaders need to attend to communities\u2019 goals and purposes. This requires higher moral obligation to the \u201cgreater good\u201d (Northouse, 2018, p. 352) of public interest. <\/p>\n

Although all five principles of ethical leadership are vital to ensure decisions are informed with ethical deliberation, I feel that the principles of respect for others and the ability to serve are the two most important. For instance, if there is not respect, then trust and honestly are difficult to achieve and without these key components to a leader-follower relationship, ethical leadership is severely flawed. \u201cRespect includes giving credence to others\u2019 ideas and confirming them as human beings\u201d (Northouse, 2018, p. 346). A leader that doesn\u2019t show respect for others will have a hard time being successful in their professional and personal endeavours. <\/p>\n

The principle of serving others and concern for their well-being is a leading value in my practice as a nurse. Northouse (2018) compares serving others to beneficence in healthcare which implies that decisions are made in the best interest of the patients. There is ethical responsibility and duty to help others in general as well as \u201cto be of service to them, and make decisions pertaining to them that are beneficial and not harmful to their welfare\u201d (Northouse, 2018, p. 347). If serving others isn\u2019t a priority in leadership then ethical implications can arise.<\/p>\n

Question to group:<\/strong> How are trust and ethical leadership connected? <\/p>\n

Daneen<\/p>\n

References<\/p>\n

Northouse, P. G. (2019). Leadership: Theory and practice, Eighth Edition. Thousand Oaks, CA: Sage Publications.<\/p>\n

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<\/em>(2), 223-270.<\/p>\n","protected":false},"excerpt":{"rendered":"

Management and Transformational Leadership Managers have a critical role because they are in a position to model behavior that reflects organizational values and standards, as well as make decisions that directly impact followers. In this article by Wang, Oh, Courtright… Continue Reading →<\/a><\/p>\n","protected":false},"author":293,"featured_media":0,"comment_status":"open","ping_status":"open","sticky":false,"template":"","format":"standard","meta":{"footnotes":""},"categories":[3,43],"tags":[],"class_list":["post-437","post","type-post","status-publish","format-standard","hentry","category-ldrs500","category-unit-7"],"_links":{"self":[{"href":"https:\/\/create.twu.ca\/daneen85\/wp-json\/wp\/v2\/posts\/437","targetHints":{"allow":["GET"]}}],"collection":[{"href":"https:\/\/create.twu.ca\/daneen85\/wp-json\/wp\/v2\/posts"}],"about":[{"href":"https:\/\/create.twu.ca\/daneen85\/wp-json\/wp\/v2\/types\/post"}],"author":[{"embeddable":true,"href":"https:\/\/create.twu.ca\/daneen85\/wp-json\/wp\/v2\/users\/293"}],"replies":[{"embeddable":true,"href":"https:\/\/create.twu.ca\/daneen85\/wp-json\/wp\/v2\/comments?post=437"}],"version-history":[{"count":18,"href":"https:\/\/create.twu.ca\/daneen85\/wp-json\/wp\/v2\/posts\/437\/revisions"}],"predecessor-version":[{"id":471,"href":"https:\/\/create.twu.ca\/daneen85\/wp-json\/wp\/v2\/posts\/437\/revisions\/471"}],"wp:attachment":[{"href":"https:\/\/create.twu.ca\/daneen85\/wp-json\/wp\/v2\/media?parent=437"}],"wp:term":[{"taxonomy":"category","embeddable":true,"href":"https:\/\/create.twu.ca\/daneen85\/wp-json\/wp\/v2\/categories?post=437"},{"taxonomy":"post_tag","embeddable":true,"href":"https:\/\/create.twu.ca\/daneen85\/wp-json\/wp\/v2\/tags?post=437"}],"curies":[{"name":"wp","href":"https:\/\/api.w.org\/{rel}","templated":true}]}}