Leadership Styles and Ethical Behaviour - Coursework Example

Leadership Style Name Course Institution Professor Date Introduction Within any given organization there exist many people capable of influencing and impacting on the ethical behaviour of the members. More specifically the style of leadership bears the most influence on whether members within an organization behave ethically or not. Principally ethics is related to the effect that certain people have on others and the manner in which they behave. It is required that any person or individual in a position of Leadership should be a role model setting a moral example due to the fact the rest of the members in an organization look up to them. According to Pelletier and Michelle (2008), it is the responsibility of leaders to ensure that they have identified those activities within an organization likely to impact negatively to the values of the society. leaders show that they are upholding ethical behaviour when their practices indicate that they are doing what is regarded as being just, right, good in terms of morality as well as when they aid other members or rather their followers in the aspect of self actualization morally and raising their followers’ awareness in relation to what is moral and what is not (Schwartz 2000). Therefore, In order to understand leadership it is crucial to redefine and understand what it involves. In this essay, I will argue that the leadership style practiced in an organisation has a significant influence on the ethical behaviour of its members. I will demonstrate this argument by borrowing from various research articles in the topic. LEADERSHIP STYLES AND ETHICS Leadership style in an organization may hinder other members in that organization from acting ethically. To begin with, there exist different styles of leadership such as the classical, Organic, transactional and transformational. These styles significantly influences whether the members of the organization behave ethically or not. According to Ding-Yu Jiang et al (2011), it is presented that behaviour that is not appropriate in an organization is not based on the idea that the members within an organization are lesser beings ethically but on the idea that enough attention is not given towards the development of behavior that is ethical within the organization (Ding-Yu Jiang et al 2011, p.239). In this case the fact that the kind of leadership in place does not shift concerns towards promoting and developing ethics among members indicates a negative influence on ethical behaviour among the employees. Additionally, in the article by Ding-Yu Jiang et al (2011), it is shown that the manner in which leadership styles influences behaviour of other members in an organization may relate to the aspect of communication and messages sent from the top management team to the other members such as those regarding moral values in the organization. Members in an organization who are ethical may go astray working under a leader who is not responsible and unable to give the right communications. On the same note when there is poor communication in the organization then it may not be possible to create an ethical atmosphere in the organization whereby the reputation of leaders is unquestionable and is capable of being emulated by other organizational members as far as morality and ethical practices are concerned (Ding-Yu Jiang et al 2011). On Employee Effectiveness whatever is being communicated may relate to what is termed as being crucial and expected of the members of an organization. For this reason an organization’s structure based on ethics and appropriate styles of leadership are key ways that may be used to develop a strong relationship between the leaders and the members through good communication practices. Communication is quite a critical matter and process of shaping behaviour based on the leadership style in place. According to Pelletier and Michelle (2008), it is presented that a leader who do not communicate well therefore do not enhance the processes of managing employee behaviour in regards to their engagement in acting ethically. LEADERSHIP STYLE AND ORGANIZATIONAL IMAGE Leadership styles may influence ethical behaviour of employees thus impacting negatively on the image and reputation of an organization. From the article by Bolden and Gosling (2006), it is indicated that leaders should primarily focus on building personal strength and differences of employees if an organization is to portray an attractive image in the society. By building personal strength and differences of employees it means that they will have to influence the ethical behaviour of their employees (Bolden and Gosling 2006, p.150). In connection to this Classical leadership is understood to be the best-known style and which is still being used. It highly influences ethical practices of members in an organization and ultimately impacting on its image in the society. This style has it that there is a special individual or rather a group of individuals who dominate over other people within an organization. In this case the rest of the members in the organization are not a position of questioning whatever directives they re given based on the idea that the people in the positions of leadership are quite highly respected or rather fear of what might result after they asked. The understanding herein is that with this style it is the leader who carries the responsibility and accountability of the consequences of their decisions and actions (Bolden and Gosling 2006, p.150). Very little contribution is made by the rest of the members in the organization which means that grater chances exist of their behaviour being influenced to act unethically. In connection unethical behaviour may arise since the other members of the organization may feel neglected and lacking a sense of belonging. It is quite crucial that employees within an organization be engaged in the various processes of decision making. In the article “leadership training in a“not-leadership” society article by Herman (2008), it is presented that the kind of leadership style being practiced in an organization impacts on the ethical behaviour of members as well as the provision of a culture in an organization and conditions that promote and favors ethical behaviour of members. From this perspective employees are given an opportunity to develop personal attributes as well as feel that they are contributing towards success in an organization. Classical leadership presents lack of real dialogue between the leaders and the followers. Employees are thus not in a position to communicate freely to their leaders about their concerns (Herman 2007 p. 154). This is a quite a risky state due to the fat it may to the behaving unethically without necessarily their leaders not being able to acknowledge the source of the unethical behavior. Classical leadership style uses the command –control tool fostering a hierarchical organizational system of leadership with the top-down approach being highly based on manipulation on the other members of the organization. In connection to this the classical style of leadership may turn out to be a major influence on ethical behaviour of members in an organization in a bid to resist the sense of manipulation that come with such leadership. Classical leadership fosters unethical behaviour among the employees in that employees begin to do things as they wish without necessarily aligning their activities and personal with the interests of the organization (Herman 2007 p. 154). As leaders continue acting with the high degree authoritativeness issuing commands to their employees, employees begin reduce their work input hence decreasing their productivity and not willing to trust their leaders. There is decreased commitment towards working in the path and direction of success for the organization. Communication is quite crucial within any given organization between the leaders and the rest of the members. Due to the fact there exists free communication with this style of leadership employees resort to unethical behaviour such as doing shoddy work as an indication and a way to express how unpleased they are with how they are being led (Herman 2007 p. 154). From these perspectives the classical leadership highly influences ethical behaviour in an organization in quite a negative manner. According to Parker (2002, p. 94), it is presented that appropriate leadership is vital in driving employees to adjust to changes in the market and fighting for a competitive edge and sustainability of the organization are concerned. In this case with classical leadership it is quite vital for adjustments to make if an organization is to become much more competitive. This is due to the fact that the idea that classical leadership style aims at commanding and controlling employees it may result to unethical practices from employees. For instance the increased competition in the market results to employees being forced to perform well no matter the cost for instance due to globalization (Parker, 2002, p.94). From this point of view, leader who does command and control employees are in a potentially dangerous state as far as responses from employees regarding how they are managed. High chances exist of the employees acting unethically and against the expectations from their leaders. In this case, the classical style of leadership as it relates to the top-down exercise of authority formal procedures are highly promoted with corporate ethical values being exemplified at the top management level. Ethical behaviour among employees is not promoted due to the fact that there is no room for empowerment of employees, real engagement or creativity for the employees. The resultant effect is that employees develop a re-active attitude towards the aspect of being socially responsible (Parker, 2002, p.94). PROMOTION OF ETHICAL EMPLOYEE BEHAVIOUR Transactional leadership Leadership style in an organization may influence positively behaviour of other members in the organization making them to act ethically. From the article Ding-Yu Jiang, it is indicated that the leader within an organization is accountable for monitoring employee behaviour in a bid to anticipate issues or problems and responding to them by taking corrective responses before the behaviour turns out to be more chaotic creating difficulties within the organization (Ding-Yu Jiang et al 2011, p.240). In connection to this transactional leadership involves an exchange process between individuals and their leader within an organization. The style encompasses the management of the entire internal as well as the external environment of the organization and thus influencing the members of the organization. With these style leaders in their practices ensures that they recognize both the wants and the needs of the employees. They offer clarity to the members of an organization in relation to the possible ways or approaches that may be used in meeting certain complexities such as those that relate to the negotiation of employees rewarding system. This style has a direct influence on the ethical behaviour of employees (Ding-Yu Jiang et al 2011, p.240). This may be viewed from the point of view that a leader takes the responsibility for the rewards that are to be received by the employees. In this manner the leader is able to promote ethical practices among the employees. The transactional style of leadership aims at ensuring the members of an organization develop confidence and are working towards the achievement of the expected degrees of organizational performance. This is made possible through the use of a certain level of dialogue by leaders as a way of interacting with the employees (Ding-Yu Jiang et al 2011, p.240). To very high degree dialogue may be used as quite an important tool of influencing ethical behaviour of members of an organization. It makes transactional style of leadership foster consensus with employees as way of encouraging successful internal agreements with employees hence promoting employee’s ethical practices. When employees are given the opportunity to interact freely with their leaders they develop a sense of trust offering willing support for the achievement of goals and objectives in the organization. Transactional leadership promotes ethical behaviour among the employees due to the fact that they basically feel considered and of importance in the organization (Ding-Yu Jiang et al 2011). Employees develop willingness to offer more to the organization such as working extra hours to increase productivity or rather arriving at work on time feeling motivated to face new challenges at work and, and seeing to it that it is about doing what is important for the organization for it is the reason behind the fact that they are employed and have jobs. Transformational leadership Parker in his article “the business of business ethics; against management: organization in the age of managerialism”, indicates that emulation may influence and lead employees towards behaving ethically. In line with this point transformational style of leadership bears great importance (Parker 2002, p.102). This style is also known as charismatic or visionary leadership. It style shifts focus on emotional relations that exist between leaders in an organization and their employees. It goes further beyond exchanging ideas and opinions with employees contrary to the transactional leadership. In addition the vision of the organization is provided in an inspirational way to the members of the organization. Transformational leaders have an idealized influence on employees particularly the manner in which employees behaves. By the leader maintaining a high degree of moral standards the ethical practices of the employees are influenced in that they seek to copy the behaviour of their leader (Parker 2002, p.102). Visionary leaders are known to inspire employees to work so that their procedures of performance are beyond the normal while at the same time depending on the vision of the organization. Visionary leadership influences ethical behaviour among the employees in an organization. This is due to the fact that employees to some certain degree are involved the decision making process within an organization by giving their views, opinions and understanding regarding certain matters where their participation is crucial for the betterment of the entire organization. Additionally, Leadership should solely aim at bettering employee performance (Sabir, jam javed iqbal and kasif ur rehman 2012, p.3). This style involves a collaborative dialogue taking place between the leaders and their employees to reach for a consensus before they make their entire final decisions. Additionally, Ethical practices are promoted among the members under this leadership style since the organization undergoes joint control by the followers and their leaders. Transformational leadership shows that employees within an organization are important and that their creativity and opinions counts. An organization is bound to experience problems and difficulties ranging from employee rewarding agreements to conflicts among members in the organization. With transformational leadership ethical practices are promoted when it comes to finding solutions to situations due to the free opportunity of interaction between employees and their leaders. It is quite crucial for leaders and managers in an organization to have high degrees of ethical values in their actions. In the article “ethical ideologies of senior Australian managers” the authors presents that if leaders or managers have high ethical values then they would be in a better position to facilitate the process of finding solutions to problems involving members in the organization that relate to ethics and morality (Fernando, Dharmage and Almeida 2008, p.147). This style ensures that Leaders and employees are able to meet together reason out issues and resort to viable solutions which include ways through which certain problems may be avoided in future. Transformational leadership style always presents leaders with good moral and hence ensures that employees behave rightfully as their leaders do if the vision of the organization is to be realized. In this case, this style of leadership positively influences the behaviour of members in an organization by fostering practices that are ethical. Organic leadership This style of leadership involves an aspect of team work. It rules out the idea of formality between leaders and their employees. Both cannot be distinguished from a formal point of view. With this leadership style, members within an organization work as a team in all roles of power and authority without necessarily basing their operations on the position of power. Browning in the article puts that an organization with such a style of leadership has many individuals as leaders fostering the idea of group dynamics which is quite important when an organization is experiencing turbulence for the environment (Browning 2007, p.8). Ethical behaviour is promoted among the members in the organization since there is promotion of like mindedness with the same vision being shared by the members in the organization as well as values whose foundation of practice is but self organization and self control. Members of an organization usually have a clear autonomy and purpose within a given organizational context and that is how leaders should view their employees (Schwartz M. 2000, p.175). Assessing the influence of this type of leadership style on the ethical behaviour of employees an argument as to the degree of influence is posed. It suggests that there exits no single style of leadership that may be regarded as being the most effective. This is due to the fact that any kind of leadership is characterized with complexity with any given organization. In the article by Knights and Wilmott (2007, p. 508) it is reflected that further evaluation is necessitated to identify possible influences of organic leadership on the ethical behaviour of employees as corporate social responsibility is being promoted among members in an organization. The nature society is changing in a rapid manner. This is in connection to demographic shift, shifting power structures and globalization which all indicate a change in the economic structures (Meindl, Ehrlich and Dukerich 1985, p. 8). In this perspective need arises for there to be in place a leadership style that makes it easier for the change to be communicated with the set up of an organization. The nature of work in organizations is changing and if the change is not well managed then it may result to employees behaving unethically and against the change. In connection to this the leadership style in place may ether influence the ethical behavior of employees positively or negatively as the change is taking place. In this case with organic leadership it presents quite a high degree of effectiveness in communicating the change to the employees. Since leaders and employees interact freely as a team without any lines of authority or defined positions it becomes easier to communicate the change to the employees. Further more adoption to the change by employee is enhanced since there a sense of team work and all members in the organization are given the opportunity to contribute in the implementation of the change (Meindl, Ehrlich and Dukerich 1985, p. 8). In this case, change does not result to unethical practices by the employees by instead the leadership in place ensures that change is embraced and employees act ethically in effecting into the organization. Conclusion Styles of leadership are more centered on the actions of leaders and how they do things. Different styles of leadership have the ability of creating diverse types of individuals in the manner in which they perform at any given level in an organization especially in regards to the practice of ethics. As already identified the ethical behaviour of employees is usually influenced by the style of leadership in place in organization (Meindl, Ehrlich and Dukerich 1985, p. 8). Leadership that is efficient and effective is majorly characterized by employees being empowered who would in turn result to them acting ethically in their actions. Greater organizational commitment from employees arises when their leaders encourage their participation in the decision making process in the organization. Employees are act like assets to an organization. need therefore arises for them to managed in an appropriate manner that would not trigger them or rather lead them to acting in such a manner that they themselves would not have wished. Employees are thus in a position to act ethically if they are considered by their leaders and at the same time treated with fairness (Schwartz 2000, p.175). By leaders acting as being supportive to the employees the employees would definitely uphold ethical practices on their part developing a sense of trust, respect and commitment to their leaders and to the vision of the organization. It is quite vital for leaders within any given organization to clearly analyze their organizations and which leadership style fits in the best and that which would not lead to employees behaving unethically. References Bolden, R. and Gosling, J. 2006, Leadership Competencies: Time to Change the Tune? University of Exeter, UK Sage publications Browning, B 2007, Leadership in Desperate Times: An Analysis of Endurance: Shackleton's Incredible Voyage through the Lens of Leadership, Theory Advances in Developing Human Resources, Sage publications Ding-Yu Jiang, et al 2011, Business Moral Values of Supervisors and Subordinates and Their Effect on Employee Effectiveness, Journal of Business Ethics, vol. 100, p. 239–252. Fernando, M., Dharmage, S. and Almeida, S. 2008, Ethical Ideologies of Senior Australian Managers: An Empirical Study, Journal of Business Ethics, vol. 82, p. 145–155. Herman, S. 2007, Leadership training in a“not-leadership” society; Northern Leadership Center University of Alaska Fairbanks, Journal of management education, vol. 31, no. 2, p. 151-155. Knights, D. and Wilmott, H. 2007, Introducing organizational behaviour and management, Thomson, Australia Ethics at work Meindl, J. R. ,Ehrlich, S and Dukerich, J 1985, The Romance of Leadership Administrative Science Quarterly, vol. 30, no. 1, p.1-22. Parker, M 2002, The business of business ethics; against management: organization in the age of managerialism, Blackwell, Malden, MA. Pelletier, K and Michelle, C 2008, The Aftermath of Organizational Corruption: Employee Attributions and Emotional Reactions, Journal of Business Ethics, vol. 80, p. 823–844. Sabir, S., Jam, J and kasif ur rehman 2012, impact of corporate ethical values on ethical leadership and employee performance International, Journal of Business and Social Science, al-khair university, vol. 3, no. 2, p.163-170. Schwartz M 2000, Why Ethical Codes Constitute an Unconscionable Regression, Journal of Business Ethics, vol. 23, No. 2, p.173-182. Read More