From Avolio and Gardner’s (2005) article, Authentic leadership development: Getting to the root of positive forms of leadership, I derive many intangible morals effects of authentic leadership on followers. The article describes how the morals of “authentic leaders” influence the morals and ethics of their followers. Michie and Gooty (2005) note “self-transcendent values (e.g., universal values such as social justice, equality, and broadmindedness; benevolent values, such as honesty, loyalty and responsibility) and positive other-directed emotions (e.g., gratitude, goodwill, appreciation and concern for others) play a fundamental role in the emergence and development of authentic leadership” (as cited in Avolio and Gardner, 2005, pg. 318).
The article promotes the importance of “self-actualized persons . . . who are ‘in tune’ with their basic nature and clearly and accurately see themselves” (Rogers, 1959; 1963 & Maslow, 1968; 1971, as cited in Avolio and Gardner, 2005, pg. 319). In addition, Maslow (1971) sees “self-actualizing people as having strong ethical convictions” (as cited in Avolio and Gardner, 2005, pg. 319).
Luthans and Avolio (2003) “assert that authentic leadership …encompasses an inherently ethical/moral component” (as cited in as cited in Avolio and Gardner, 2005, pg. 324). May et al. (2003) describes how “authentic leaders develop and draw upon reserves of moral capacity . . . to address ethical issues and achieve authentic and sustained moral actions” (as cited in as cited in Avolio and Gardner, 2005, pg. 324). Avolio and Gardner say that they “believe the inclusion of a positive moral perspective is crucial to the emerging work on authentic leadership development” (2005, pg. 324). Burns (1978) said that leadership “clearly invoked a positive moral perspective” (as cited in Avolio and Gardner, 2005, pg. 324). Self-awareness is a process in which “one continually comes to understand his or her . . . sense of purpose, core values, beliefs and desires” (Avolio and Gardner, 2005, pg. 324). Of the authors’ four elements of self-awareness, “values” is first on the list. They state that “self-regulation is the process through which authentic leaders align their values with their intentions and actions” (Avolio and Gardner, 2005, pg. 325).
Avolio, Gardner et al. (2004), Avolio, Luthans et al., (2004), Gardner et al. (2005), “describe personal and social identification processes whereby followers come to identity with authentic leaders and their values. In addition, . . . a positive moral perspective has been consistently identified as a primary mechanism whereby authentic leadership influence and develop followers” (as cited in Avolio and Gardner, 2005, pg. 325). Bass (1998) further states that among other things authentic leaders have a “high moral character” (as cited in Avolio and Gardner, 2005, pg. 329). Authentic leaders influence the morals of their followers. Avolio et al. (2004), Avolio et al. (2004), Gardner et al. (2005), and Ilies et al. (2005) argue that “followers come to identify with authentic leaders and their values” (as cited in Avolio and Gardner, 2005, pg. 325).
The moral implications of leadership behaviour is such that the absence of moral convictions and beliefs according to the article would mean great diminishing of the leader’s effectiveness in changing behaviour in desirable ways. The leader who doesn’t convey moral convictions cannot be described as an authentic leader. The absence of moral convictions does not promote trust, transparency or unity.
In the context of moral leadership, in my company, I have historically by design have had no written “management pyramid chart,” no written dress codes, policies, rules, mission/visions statements or ethics code. However, in a practical sense, I have fired someone (and paid them severance) for lying. Someone who has a temper explosion is often in my office with their direct supervisor to discuss the problem and to explain that a repetition of their outburst will have serious consequences. Someone who is exhibiting sexist actions is confronted and changed actions and attitudes are demanded. Looking to future I anticipate writing and posting statements about ethical issues and policies regarding issues like marijuana.
Question
How have you handled unethical behaviour in your leadership context? If the behaviour was address, how was the conversation received?
Reference
Avolio, B., & Gardner, W. (2005). Authentic leadership development: Getting to the root of positive forms of leadership. Leadership Quarterly, 16 (3), 315–338.
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