Possibility for Comprehension Leaders Development - Essay Example

Topic: Leadership Morals/ Ethics Name: Course: Instructor’s Name: Date: Leadership and Morals/ Ethics Leadership is a major element of successful business currently, whether big or small. Kouzes and Posner (2006) define leadership as a progression that allows a leader to influence the employees in the way of achieving the organization’s goals and objectives. In addition, they denote that there exists a range of leadership styles. These variable descriptions indisputably agree that leadership is a progression. Leadership involves authority, the realization of laid out goals and it takes place in a faction setting. Individual leadership styles vary depending on personality traits. Some leaders are predominantly compelling and transformational, and boast of individual influence through which they connect workforce, while others exercise the individual, justifiable authority. Leaders are distinguished through their diverse morals, approaches, viewpoints, and behavior, and at some point dependent upon the managerial, professional or institutional culture. Thus, effective leadership is critical and imperative in presenting a bearing to facilitate the business in attaining its mission and vision and achieving affirmed objectives. Effective leadership is considered as a major aspect of the administration of an organization’s repute in assessment with its competitors as well as the outside environment. Therefore, the main rationale of this literature review is to illustrate how leadership and ethics contribute to the success of an organization. It seeks to evaluate how effective leadership, leadership style and governance impacts on employee performance and empowerment, in addition to .organizational reputation Literature Review The study of ethical leadership is growing in relevance. In Kouzes and Posner (2002) summary article reviewed five paradigms that are major elements in leadership. The authors having carried a research on managers and non-managers, found that leaders could mimic these principles so as to boost their leadership skillfulness. Some of the principles: are modeling the approach, inspiring a common idea, challenging the course of action, allowing others to act and cheering the heart (Kouzes & Posner 2002). The authors present practical ideas for being an ethical leader. Based on the several interviews they conducted, they concluded that love makes up the soul of ethical leadership. They also describe the leadership attributes and behavior. A leader who is truthful and trustworthy with himself and with others motivates trust that pushes his employees to take liability. If a leader continually changes his behavior, employees distinguish him as impulsive, undependable, and dishonest. This attribute contributes to the extent to which persons are committed to their jobs. Thus, personal attributes of the manager as the ethical leader are related to perceived approach towards work and job involvement. One aspect of leadership involves the leaders advocating for their employees to continually pursue their dreams, aspirations, and building their common understanding. Consequentially, this kind of leadership is competent in presenting vibrant distinctiveness which acts as an opportunity for the innovative and new changes that take place in the organization. These categories of leaders are known to inspire their employees to surpass their personal wellbeing for the mutual benefit of the company as well as themselves. This results in greater employee satisfaction and as a result, better performance of the business (Bellman, 2001) Brown, Trevino, and Harrison (2005) study found that a leader is a role model to his or her employees. However, research on ethical leadership, the authors developed and refined the understanding the control a manager has on the moral decision made by his or her workforce. Employees gain knowledge of the principles from studying leaders in the course of business. The further the leader conforms to the shared values of the organization by executing the principles into achievable goals, the more the level of trust and respect generated from his employees. This will directly influence the behavior and morale of junior employees. At a point where leaders are ready to make individual forfeiture for employees on the account of acting in agreement with the standards, the employees will be more enthusiastic to return the favor. Experimental learning is one major aspect of establishing leadership capability. Nonetheless, this principle is not usually put into practice. In an article review made by McCall (2010), he denotes that experimental learning should be properly integrated into the daily business processes. The author states that effective leadership emanates from how well a leader tackles a situation and how well he influences his employees or followers. This in turn improves on employee satisfaction as well as cultivating proper behavior among the employees. It is evident that the accomplishment or malfunction of a business in its operational processes and financial exclusively depends on their leaders’ disposition. These leaders can only be well thought-out to be effective in the business if they are viewed as vital in their positions. The execution of equal leadership and management styles will assure an organization in achieving its goals. Ofori (2009) illustrates the difference between ethical and transactional leadership styles and in an attempt to showcase the relationship between organizational culture and leadership ethics. The author employed a quantitative approach drawn from data collected from Singapore’s construction industry. His study affirms that there is a positive correlation between leaders and the employees in an organization. This kind of relationship attempts to connect positive employee outcome and organization culture and foster leadership ethics in the work environment. In achieving this, Ofori employed a quantitative perspective, which involved the collection of data from a construction industry in Singapore. According to Ofori (2009), these are leaders and managers that have the capacity to bring forth a feeling of belonging to the organization. They are also capable of motivating and directing employees in achieving its aims and objectives. Hackman (2002) focused on coaching as a component of leadership responsibility. His study focused on developing and training employees instead of training leaders who consequentially train their employees. His study centered on three kinds of leadership coaching which include, coaching as an effort that builds on motivation and shared commitment. The second being coaching brings about performance strategies and thirdly, coaching that presents knowledge and skill to the employees. As a result, this kind of coaching influence employee empowerment and aids in building leadership at all levels of an organization. There are major actions that are essential in strengthening employees and transforming them into leaders of tomorrow. According to Kouzes and Posner (2006) study, growing employees is an important process of turning employees into leaders who are capable of working independently. The authors identified three significant attributes of attaining this aspect. Increasing of individual accountability by delegation of authority and offering of visible assistance by leaders to their subordinate staff, lastly carrying out monthly coaching. This results in improved employee performance, job involvement, job satisfaction, and employee morale and behavior. Discussion There is a lot that has been evaluated in regards to leadership and ethics. In addition, much emphasis has laid on the significance of effective leadership. However, the area of study has established diminutive logical academic consideration. However, no experimental research has been executed to institute how alleged characteristics of the ethical behavior of the manager or leader influence work involvement. Company ethics background originates from the economic setting of the business organizations. For that reason, examination of the disparity in opinion of effective leadership in the diverse economic settings enables to authenticate the conjectured outcome of the economic environment on the effective leadership in organizations. The up-and-coming market economies and developed financial systems are conventionally eminent as different from the perspective of ethical attitude in company transactions. It is rational to speculate that the correlation among the leaders’ alleged ethical behavior and work involvement is conflicting in the perspective of rising markets and developed economies. Conclusion Leaders are distinguished by diverse morals, approaches, viewpoints, and behavior, and at some point dependent upon the managerial, professional or institutional culture. There are still numerous indeterminate gray areas that subsist within ethical and effective leadership, and fresh studies are desired to advance these areas. Distress about leadership and ethics have dominated the news bulletin and have stunned public buoyancy in several businesses. The results of this literature review provide the evidence for the legality of the relationship between the leaders’ alleged ethical leadership and job attachment as its consequential outcome. Alleged individual attributes of leaders or managers as the ethical leader are optimistically correlated to the approach towards work. Rigorous, methodical research on ethical leadership is required now more than ever. References Bellman, G. (2001). Getting things done when you are not in charge. Berrett-Koehler Publishers. Brown, M. E., Treviño, L. K., & Harrison, D. A. (2005). Ethical leadership: A social learning perspective for construct development and testing. Organizational behavior and human decision processes, 97 (2), 117-134. Hackman, J. R. (2002). Leading teams: Setting the stage for great performances. Harvard Business Press. Kouzes, J. M., & Posner, B. Z. (2002). The leadership challenge. 3rd. San Francisco: Jossey Bass McCall, M. W. (2010). Recasting leadership development. Industrial and Organizational Psychology, 3 (1), 3-19. Ofori, G. (2009). Ethical leadership: Examining the relationships with full range leadership model, employee outcomes, and organizational culture. Journal of Business Ethics, 90(4), 533-547. Kouzes, J. M., & Posner, B. Z. (2006). The leadership challenge (Vol. 3). John Wiley & Sons. Read More