Moral implications of leadership behaviours and organizational growth

Leaders and followers alike, are capable of exerting both positive and negative influences upon one another (Northouse, 2016, p. 6). One of the avenues through which leaders influence and ultimately impact on their followers is through their behaviour (Northouse, 2016).

In this blog post, I review Avolio & Gardner’s (2005) study on authentic leadership development and, Van Buren’s (2013) video about ethical leadership. Based on my reviews, I briefly describe the moral implications of leadership behaviours upon followers and the organization, and also, how I can enable my organization to grow and flourish.

Ethics have been described as those values, beliefs or principles which a leader imbibes and which acting together, inform a leaders’ interpretation of which actions should be considered as right or wrong (Van Buren, 2013). Consequently, leaders are also influenced by their ethical orientations or inclinations, hence, if a leader’s values, beliefs or principles are flawed, flawed or negative influences and behavioural patterns would ensue (Van Buren, 2013). Such influences or behaviours which are rooted in flawed ethical orientations, do have implications for their followers and the organization as a whole (Van Buren, 2013).

To further describe the moral implications of a leaders’ behaviour, I would like to elaborate further on Van Buren’s example in the video about ethical leadership: a leader who picks clothes for themselves or others close to them from among clothes which were originally donated to homeless people, sets a precedent and emboldens followers to do same (Van Buren, 2013). Eventually, it should come without any surprise if, in the course of time, the same followers also replicate their leaders’ actions by diverting funds meant for the organization, for their benefits or unrelated purposes. I believe that such behaviours if unchecked, could ruin even the most successful of organizations. A different moral action or leaders’ behaviour is that of showing favouritism (Van Buren, 2013). Favouritism could result in poorer organizational performance because typically, employees do not perform optimally if they feel that they are not treated fairly in relation to others (Van Buren, 2013).

Avolio & Gardner’s (2005) study about authenticity and authentic leadership development (ALD) raises intriguing or robust questions about a leaders’ ethical behaviour and its implications for the organization. Would leaders and by extension, followers, demonstrate or exude ethical conduct even in the face of inevitable organizational challenges (Avolio & Gardner, 2005, p. 316)? Put differently, what could urge leaders and followers to maintain their ethics even when choosing to do so, could adversely affect their self-interests (Avolio & Gardner, 2005, p. 316)?

Both Rogers (1959, 1963) and Maslow (1968, 1971) (as cited in Avolio & Gardner, 2005, p. 319) assert that individuals who are self-aware or constantly in-tune with their nature, are unencumbered by others’ expectations for them; they make more sound personal choices and are in turn, more likely to possess strong ethical convictions. Shamir & Eilam (2005) (as cited in Avolio & Gardner, 2005, p. 321) also asserts that authentic leaders are:

(a) true to themselves and do not conform to others’ expectations,

(b) motivated by personal convictions as against status, honour or others,

(c) original in terms of leading from their personal point of view and

(d) act based on their values.

Separate studies by Erickson (1995) and Heidegger (1962) (as cited in Avolio & Gardner, 2005, p. 320), both assert that people are never entirely authentic or inauthentic; they can more accurately be described as achieving levels of authenticity.

From the previous studies, it is evident that authentic leaders are more likely to remain ethical (Avolio & Gardner, 2005, pp. 316-320). Hence, the more authoritative a leader is, the more likely that they would demonstrate positive ethical behaviours regardless of how their ethical positions could affect them personally (Avolio & Gardner, 2005, pp. 316-320). Based on the understanding that leaders and followers exert varying levels of influence upon one another in an organization (Northouse, 2016, p. 6), authenticity and sound ethics would achieve very little for an organization if its leaders alone are largely authentic and ethically sound. Hence, it is crucial that ALD which results in follower self-awareness/regulation, follower development and exceptional organizational performance, among others, is also adopted by an organization (Avolio & Gardner, 2005).

In conclusion, to enable my organization to grow and flourish, I would work to ensure that all leaders including myself, and followers alike, continue to grow in their levels of authenticity and that our organizational culture is indeed rooted in ALD (Avolio & Gardner, 2005). This would provide the foundation needed to ensure that both leaders and followers adopt moral positions even when doing so, could adversely affect their interests. In furtherance, the following recommendations from Van Buren’s (2013) video, could also help my organization grow and flourish:

(a) Ensure that leaders are visible ethical role models,

(b) Communicate moral expectations to staff as part of the organization’s core values,

(c) Promote an effective financial management,

(d) Provide both formal and informal ethical training,

(e) Institutionalize an ethical culture by encouraging staff to ask questions when unclear about decisions, encouraging diverse opinions and more,

(f) Provide protective mechanisms like whistleblower protection in cases where staff or leaders feel obligated to report ethical violations.

 

References

Avolio, B.J., Gardner, W.L. (2005). Authentic leadership development: Getting to the root of positive forms of leadership. The Leadership Quarterly, 16(1), 315-338. doi:10.1016/j.leaqua.2005.03.001

Northouse, P.G. (2016). Leadership: Theory and Practice. (7th ed.). SAGE Publications.

Van Buren, J. A. [BuildingCapacity]. (2013, March 29). What is ethical leadership?

Retrieved from: https://www.youtube.com/watch?v=ks2QGoIq5nA&t=395s