Unit 7 Learning Activity 2, “Managers, Transformational Leadership, and Ethics.”

Managers and Transformational Leadership

Wang and Oh (2011) provide an excellent article that provides the reader with factual evidence of the influence that transformational leaders have on their followers. The authors state that transformational leadership was positively related to individual-level follower performance across criterion types, as well as, positively related to performance at the team and organizational levels (Wang & Oh, 2011).

There are also some direct managerial implications when it comes to transformational leadership that Wang & Oh (Wang & Oh, 2011) point out. Firstly, that transformational leadership tends to be a robust predictor of desirable performance outcomes across situations (Wang & Oh, 2011). Therefore, what this means for leaders is that they need to pay particular attention to intervention programs that enhance their managers’ leadership style, as well as, extraversion and emotional stability traits when selecting a manager for a promotion (Wang & Oh, 2011). Wang and Oh (2011) also suggest that although it is vital for organizations to promote transformational leadership through selection practices and training interventions, organizations should also consider that they are like to derive the most value from transformational leadership in settings involving teamwork and collaboration among employees.

Principles of Ethical Leadership

The word ethics has its roots in the Greek word ethos, which translates to “customs,” “conduct,” or “character.” Ethical theory provides a system of rules or principles that guide us in making decisions about what is right or wrong and good or bad in a particular situation (Northouse, 2019, p. 336). This section will look at the five principles of Ethical Leadership as given to us by Northouse (p. 347): Respect others, serve others, show justice, manifest honesty, and builds community.

One of the two that I think are most important when it comes to ethical leadership is the ability to respect others. Leaders who respect others allow them to be themselves, with creative wants and desires (p. 346). Why I believe this is an essential principle is, as Northouse states, because it shows us, as leaders, that the reason we are leaders is because of the people who are allowing us to lead them. As an ethical leader, one has to give credit where it is due. This may mean that you have to defer to someone else. It’s important because it involves listening to others, being empathetic, and having a tolerance of opposing points of view. In short, leaders who show respect treat others as worthy human beings (p. 347).

The second most important principle when it comes to ethical leadership, for me, is serving others. Maybe I’m a little biased because this is what we do day in and day out within our organization, however, it is essential to not only to serve those who walk through our doors but also to serve those who work for the organization. Northouse (2019) suggests that on the ethical theories based on self-interest versus interest for others spectrum that service to others falls under the altruism heading: having a low concern for self-interest and a high concern in the interests of others (p. 347). Why this is so important is because Senge (1990) suggests that one of the most critical tasks of a leader is to be the steward (servant) of the vision within the organization. Being a steward of the vision within the organization means not being self-centered. In short, the larger purpose of ethical leaders being a servant to others is contributing to the greater good of others (2019, p. 348).

Showing justice is another ethical leadership principle. Justice in leadership ethics means that ethical leaders are concerned with fairness and make it a top priority to treat all of their followers in an equal manner (p. 348). Ethical leaders are also honest. Being honest is more than just telling the truth; it has to do with being open with others and representing reality as fully and completely as possible (p. 351). Where the challenge for leaders lay is to create a balance between being open and candid while monitoring what is appropriate to disclose in a particular situation. Therefore, honest behaviour involves a wide set of behaviours (p. 351). Finally, ethical leaders create and build community. The main point of this principle is that the leader builds community around a common goal (p. 351). Concern for the common good means that leaders cannot impose their will on others. They need to search for goals that are compatible with everyone (p. 351).

Question: I wonder which principles stuck out to you? Do you have any experience with the princples in your workplace?

References:

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.

Senge, P.M. (1990). The fifth discipline: The art and practice of the learning organization . New York, NY: Doubleday.

Northouse, P. G. (2019). Leadership: Theory and practice, Eighth Edition. Thousand Oaks, CA: Sage Publications.