In the video titled, What is Ethical Leadership? (2013), the presenter describes the broad role that ethics plays upon an individual’s leadership behaviour, perspectives, choices and reasoning; however, since “people vary in their capacities for moral judgement and behaviour”, organizations particularly, need to signal their specific priorities for ethical behaviours through their leaders. Most specifically for individuals, morality is a vital factor in a leader’s degree of authenticity and their ability to influence and impact others; however, because “people vary in their capacities for moral judgement and behaviour”, the moral implications are dependent upon either a lack of leadership behaviour, poor leadership behaviour, or good leadership behaviour (BuildingCapacity [Poster], 2013). Additionally, a reciprocal process of moral influence may often develop with the follower depending on the how the leader, or the organization expresses themselves, their beliefs or principles.
According to Avolio & Gardner (2005), the various components of authentic leaders, including self-awareness and a “positive moral perspective” have been identified as the primary mechanism in which leaders influence and develop their followers (p. 325). Although ‘leading by example’ is key, the example may not always be positive. In my own experience, a lack of, or aloof leadership behaviour which is void of any moral consistency, leaves followers in a vacuum of mistrust which may develop into unhealthy collective behaviours within the organization. Poor leadership behaviour that is grounded from a basis of immorality would at least provide some clarity in terms of the leader’s ethical foundations. Within a context of poor leadership, followers would at least have a something to identify, and compare to, their own relationships and sense of moral direction. In these circumstances, leaders do not last very long since they “fail to elicit the personal and social identification required to secure follower trust and commitment” (Avolio & Gardner, 2005, p. 319). Finally, the moral implications of good leadership lead to outcomes of greater transparency between, and with followers, reciprocity of values, respect, trust and an environment which nurtures positive change in others.
In life, we make decisions out of what we value and values inform ethics: therefore, since an ethic can be anything, the morality that underpins how I execute decisions, would help enable my organization to grow, flourish with a standard of behaviour that positively impacts our effectiveness. Shaping a culture that achieves a “relational authenticity with followers” (Avolio & Gardner, 2005, p. 318) sets a moral tone for all organizational processes, especially those that involve our clients who place their trust in our ability to serve their needs. Based upon my experience, like a moth to a flame, the degree of authenticity and transparency with followers in an organization directly correlates with the depth of trust in client relationships.
Matt
Avolio, B. J., & Gardner, W. L. (2005). Authentic leadership development: Getting to the root of positive forms of leadership. The Leadership Quarterly, 16, 315-338.
BuildingCapacity [Poster]. (2013, March 29). What is ethical leadership? Retrieved November 2018, from You Tube: https://www.youtube.com/watch?v=ks2QGoIq5nA