Leaders are key influential people in any organization. They create vision, lead and inspire a team of people, and take responsibility for the outcomes. A commonly used (and simple) definition of leadership is “a process whereby an individual influences a group of individuals to achieve a common goal” (Northouse, 2019, pg. 5) Through this process of propelling an organization towards a common goal, there are moral implications that can occur, depending on the leadership style the leader adopts. A leader, under this definition, has tremendous power to influence people either positively or negatively. When authentic leadership is utilized, leadership behaviours can have positive moral implications by setting the tone of an organization, creating positive moral organizational systems, and fostering follower authenticity and a reciprocity of growth in the leader themselves.
Avio and Gardner (2005) aptly note that leaders are role models for all employees in an organization and as a result, are primary factors in establishing the culture. All their actions, attitudes, comments, and approaches to others is being watched by their followers. This carries a significant responsibility for setting the moral tone of the organization (VanBuren). When a leader is anchored to a very strong sense of self and is directed by their personal values, they pass on to their followers through words, but most often through actions, their own principles, values and ethics (Avio & Gardner, 2005). This results in a culture of action where employees adopt principles, values and ethics that are positive.
When leaders adopt an authentic leadership style, ethical and moral behaviour becomes a “root construct” (Avolio et al., 2004, Gardner et al., 2005) that then becomes the foundation for other forms of positive leadership (Avolio & Gardner, 2005). A leader can implement and design organizational systems using various other leadership strategies and these systems will be inherently ethically based on what is right. Policies and procedures around issues such as compensation, financial integrity, investment policies, accountability, etc. will be fair (VanBuren). When these policies and procedures are are therefore implemented, the entire organization then becomes one that is exemplary in it’s moral standards.
A byproduct of strong ethical leadership throughout an organization is follower authenticity and reciprocity of growth. Avolio & Gardner (2005) discuss the concept of “authentic followership” as introduced by Shamir and Eiliam (2005) which is defined as “followers who follow leaders for authentic reasons and have an authentic relationship with the leader” (p. x). As authentic followership develops, followers become more self-actualized, self regulated, achieve relational transparency, and demonstrate authentic behavior based on strong values and ethics (Avolio & Gardner, 2005). The effect of this is positive outcomes, not only for the follower, but also for the organization and the leader. This becomes a symbiotic process with the leader, who also learns and grows from the followers.
What does this mean, then for myself as a leader? First of all, I must choose to adopt an ethical and transparent decision making process which will then lead to sustained moral actions throughout the organization (Avolio & Garner, 2005, May et al., 2003). This includes actions such choosing to interact closely with followers in order to be a visible role model, communicating ethical expectations in everyday interactions. It also means establishing ethical policies throughout the organization such as aspects of financial management, protective mechanisms, codes of conduct and behaviour, and training (VanBuren, 2013).
In my current role, I am working with a set of teachers to re-brand a district wide program, and bring consistency to policies and procedures. The moral implications of my task are huge, as the policies I now set in place will guide all members of the school district and will have a far reaching impact. I will need to first of all establish trusting relationships with stakeholders, gathering their feedback and input and demonstrate that I am intent on doing what is right in every interaction. I will also need to look at current practices, identify areas that may not be fully in line with Ministry of Education requirements, and have the courage to address the inconsistencies. I will need to then put into place honest and true practices so at all levels, the schools act in the best interest of the students, being fair to the staff, and above all, accurately reflecting Ministry standards.
References:
Avolio, B., & Gardner, W. (2005). Authentic leadership development: Getting to the root of positive forms of leadership. The Leadership Quarterly. 16(3), 313-338.
Northouse, P. G. (2019). Leadership: Theory and practice. Eighth Edition. Thousand Oaks, CA. Sage Publications.
VanBuren, J. [BuildingCapacity]. (2013, March 29). What is Ethical Leadership? [Video file]. Retrieved from https://www.youtube.com/watch?v=ks2QGoIq5nA.