According to Wang et al, transformational leadership has a number of implications for managers and they include among others;
- The moderately positive meta-analytic relationships of transformational leadership with various performance criteria indicate that transformational leadership tends to be a robust predictor of desirable performance outcomes across situations. Therefore organizations need to intervene with programs that enhance their managers’ leadership style through training. (Bass,1997 as cited by Wang et al 2011)
- Transformational leadership can also be predicted from some individual differences such as extraversion and emotional stability. (Bono & Judge, 2004 as cited by Wang et al 2011). So organizations should focus on selecting and promoting individuals on such traits for upper-level managerial positions as such individuals are more likely to become transformational leaders.
- Organizations are also likely to derive the most value from transformational leadership in settings involving teamwork and collaboration among employees (Podsakoff, Ahearne, & MacKenzie, 1997 as cited by Wang et al 2011 ).
These implications teach me a very stern truth. Self-awareness and others awareness. Around me are followers who are gifted and solid in their pursuit to become better practitioners. I have learned to be aware of my own strengths and biases and use them appropriately to serve those under me. Also to notice those that serve with me and collaborate with them and also trust them with more responsibility and place them higher places of responsibility.
Northouse gives reference to the principles of Ethical leadership by stating that As Burns (1978) leaders should nurture followers in becoming aware of their own needs, values, and purposes, and assist followers in integrating these with the leader’s needs, values, and purposes.(Burns 1978 as cited by Northouse 2016)
The principles of ethical leadership are;
Respecting Others
It is our duty to treat others with respect. (Immanuel Kant as cited by Northouse 2016). Ethical leaders approach other people with a sense of their unconditional worth and valuable individual differences (Kitchener, 1984 as cited by Northouse 2016). Respect includes giving credence to others’ ideas and confirming them as human beings. At times, it may require that leaders defer to others. When a leader exhibits respect to followers, followers can feel competent about their work. In short, leaders who show respect treat others as worthy human beings. (Northouse 2016.)
I have not seen a human being who doesn’t desire to be respected. But many have come to believe the fad that respect is only given in hierarchies and those below don’t deserve as much as those above in the hierarchy and that is deceptive. Organizations that thrive are those where people across the board are treated with the same amount of respect on one solid premise, because they’re human beings.
Serving Others
The leader’s ethical responsibility to serve others .Ethical leaders have a responsibility to attend to others, be of service to them, and make decisions pertaining to them that are beneficial and not harmful to their welfare. In practicing the principle of service, ethical leaders must be willing to be follower centered, must place others’ interests foremost in their work, and must act in ways that will benefit others.(Northouse 2016, pg 343-344)
Service is perhaps the most ignored principle in leadership yet the most powerful. I have seen it work wonders when a leader has chosen to posture their hearts and hands towards serving those following them. It is easily reciprocated and it creates a healthy culture.
Justice
Ethical leaders are concerned about issues of fairness and justice. They make it a top priority to treat all of their followers in an equal manner. Justice demands that leaders place issues of fairness at the center of their decision making. As a rule, no one should receive special treatment or special consideration except when his or her particular situation demands it. (Rawls 1971 as cited by Northouse 2016) stated that a concern with issues of fairness is necessary for all people who are cooperating together to promote their common interests. It is similar to the ethic of reciprocity, otherwise known as the Golden Rule— “Do unto others as you would have them do unto you”.
People want to be treated fairly and equitably. It is a principle not only of leadership but of life to give justice to all because they all deserve it. As a Christian, one of the most dear principles of God is justice. He detests injustice and gives an undue blessing to those who extend justice.
Honesty
To be a good leader, one must be honest. Being honest is not just about telling the truth. It has to do with being open with others and representing reality as fully and completely as possible. It is imperative that organizations recognize and acknowledge the necessity of honesty and reward honest behavior within the organization. (Dalla Costa as sighted by Northouse 2016).
Honesty will always be at the core of ethical leadership, without which it is difficult to administer and lead anything without truthfulness.
Building Community
A common goal requires that the leader and followers agree on the direction to be taken by the group. Leaders need to take into account their own and followers’ purposes while working toward goals that are suitable for both of them. 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. (Bass & Steidlmeier, 1999 as cited by Northouse) 2016). An ethical leader is concerned with the common good, in the broadest sense. (Northouse 2016).
As a leader, it is imperative to have the group at the fore and to know that it is in working together to achieve a common goal that is going to take the organization forward, so leaving a team member behind is no option.
References
Northouse, P. G. (2016). Leadership: Theory and Practice. 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. Retrieved from https://doi.org/10.1177/1059601111401017