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Leadership, both as a research area and as a practical skill, encompasses the ability of an individual, group, or organization to "lead", influence, or guide other individuals, teams, or entire organizations.
Servant leadership is a leadership philosophy in which the goal of the leader is to serve. This is different from traditional leadership where the leader's main focus is the thriving of their company or organization. A servant leader shares power, puts the needs of the employees first and helps people develop and perform as highly as possible. Instead of the people working to serve the leader, the leader exists to serve the people. As stated by its founder, Robert K. Greenleaf, a servant leader should be focused on "Do those served grow as persons? Do they, while being served, become healthier, wiser, freer, more autonomous, more likely themselves to become servants?"
Ethical consumerism is a type of consumer activism based on the concept of dollar voting. People practice it by buying ethically made products that support small-scale manufacturers or local artisans and protect animals and the environment, while boycotting products that exploit children as workers, are tested on animals, or damage the environment.
Moral psychology is a field of study in both philosophy and psychology. Historically, the term "moral psychology" was used relatively narrowly to refer to the study of moral development. Moral psychology eventually came to refer more broadly to various topics at the intersection of ethics, psychology, and philosophy of mind. Some of the main topics of the field are moral judgment, moral reasoning, moral sensitivity, moral responsibility, moral motivation, moral identity, moral action, moral development, moral diversity, moral character, altruism, psychological egoism, moral luck, moral forecasting, moral emotion, affective forecasting, and moral disagreement.
Power distance is the unequal distribution of power between parties, and the level of acceptance of that inequality; whether it is in the family, workplace, or other organizations.
A contingency theory is an organizational theory that claims that there is no best way to organize a corporation, to lead a company, or to make decisions. Instead, the optimal course of action is contingent (dependent) upon the internal and external situation. Contingent leaders are flexible in choosing and adapting to succinct strategies to suit change in situation at a particular period in time in the running of the organization.
Transformational leadership is a theory of leadership where a leader works with teams or followers beyond their immediate self-interests to identify needed change, creating a vision to guide the change through influence, inspiration, and executing the change in tandem with committed members of a group; This change in self-interests elevates the follower's levels of maturity and ideals, as well as their concerns for the achievement. It is an integral part of the Full Range Leadership Model. Transformational leadership is when leader behaviors influence followers and inspire them to perform beyond their perceived capabilities. Transformational leadership inspires people to achieve unexpected or remarkable results. It gives workers autonomy over specific jobs, as well as the authority to make decisions once they have been trained. This induces a positive change in the followers attitudes and the organization as a whole. Transformational leaders typically perform four distinct behaviors, also known as the four Is. These behaviors are inspirational motivation, idealized influence, intellectual stimulation, and individualized consideration.
In ethics and social sciences, value denotes the degree of importance of some thing or action, with the aim of determining which actions are best to do or what way is best to live, or to describe the significance of different actions. Value systems are proscriptive and prescriptive beliefs; they affect the ethical behavior of a person or are the basis of their intentional activities. Often primary values are strong and secondary values are suitable for changes. What makes an action valuable may in turn depend on the ethical values of the objects it increases, decreases, or alters. An object with "ethic value" may be termed an "ethic or philosophic good".
Transactional leadership is a type of leadership style that focuses on the exchange of skills, knowledge, resources, or effort between leaders and their subordinates. This leadership style prioritizes individual interests and extrinsic motivation as means to obtain a desired outcome. It relies on a system of penalties and rewards to achieve short-term goals.
The leader–member exchange (LMX) theory is a relationship-based approach to leadership that focuses on the two-way (dyadic) relationship between leaders and followers.
Organizational ethics is the ethics of an organization, and it is how an organization responds to an internal or external stimulus. Organizational ethics is interdependent with the organizational culture. Although it is to both organizational behavior and industrial and organizational psychology as well as business ethics on the micro and macro levels, organizational ethics is neither organizational behavior nor industrial and organizational psychology, nor is it solely business ethics. Organizational ethics express the values of an organization to its employees and/or other entities irrespective of governmental and/or regulatory laws.
Leadership studies is a multidisciplinary academic field of study that focuses on leadership in organizational contexts and in human life. Leadership studies has origins in the social sciences, in humanities, as well as in professional and applied fields of study. The field of leadership studies is closely linked to the field of organizational studies.
Shared leadership is a leadership style that broadly distributes leadership responsibility, such that people within a team and organization lead each other. It has frequently been compared to horizontal leadership, distributed leadership, and collective leadership and is most contrasted with more traditional "vertical" or "hierarchical" leadership that resides predominantly with an individual instead of a group.
Followership are the actions of someone in a subordinate role. It may also be considered as particular services that can help the leader, a role within a hierarchical organization, a social construct that is integral to the leadership process, or the behaviors engaged in while interacting with leaders in an effort to meet organizational objectives. As such, followership is best defined as an intentional practice on the part of the subordinate to enhance the synergetic interchange between the follower and the leader.
Authentic leadership, while having no formal or unequivocal definition, is a growing field in academic research. The idea has also been embraced by leaders and leadership coaches, who view it as an alternative to leaders who emphasize profit and share price over people and ethics. There appears to be some consensus in the literature about the qualities an authentic leader must have. These include self-awareness, the ability to trust one's thoughts, feelings, motives and values, self reflection, responsiveness to feedback, and the ability to resolve conflict in honest and non-manipulative ways. An authentic leader is supposedly able to further the success of an organization within the confines of social and ethical values, even when that seems impossible. Authentic leadership is claimed to be a superior model due to the greater trust and motivation it invokes in subordinates. Much of the evidentiary basis for authentic leadership has been called into question and papers have been retracted.
Moral blindness, also known as ethical blindness, is defined as a person's temporary inability to see the ethical aspect of a decision they are making. It is often caused by external factors due to which an individual is unable to see the immoral aspect of their behavior in that particular situation.
The Multifactor Leadership Questionnaire(MLQ) is a psychological inventory consisting of 36 items pertaining to leadership styles and 9 items pertaining to leadership outcomes. The MLQ was constructed by Bruce J. Avolio and Bernard M. Bass with the goal to assess a full range of leadership styles. The MLQ is composed of 9 scales that measure three leadership styles: transformational leadership (5 scales), transactional leadership (2 scales), and passive/avoidant behavior (2 scales), and 3 scales that measure outcomes of leadership. The MLQ takes an average of 15 minutes to complete and can be administered to an individual or group. The MLQ can be used to differentiate effective and ineffective leaders at all organizational levels and has been validated across many cultures and types of organizations. It is used for leadership development and research.
The full range of leadership model (FRLM) is a general leadership theory focusing on the behavior of leaders towards the workforce in different work situations. The FRLM relates transactional and transformational leadership styles with laissez-faire leadership style.
Joanne Bridgett Ciulla is an American philosopher. She is a pioneer in the field of leadership ethics as well as teaching and publishing on business Ethics. She is currently a professor at the Rutgers Business School - Newark and New Brunswick and is the director of the Institute for Ethical Leadership. She has received several awards for her contributions to leadership studies and business ethics.
Linda L. Neider is professor of management at the University of Miami School of Business, where she chairs the Department of Management and holds a secondary appointment at the Department of Health Management and Policy. She was elected Chair of the Faculty Senate for the University of Miami in 2019.
References
- 1 2 Michael E. Brown, Linda K. Treviño, David A. Harrison (2005). Ethical leadership: A social learning perspective for construct development and testing. Organizational Behavior and Human Decision Processes97 (2): 117-134. doi:10.1016/j.obhdp.2005.03.002 (subscription required)
- ↑ Oladimeji, Kazeem Adebayo; Abdulkareem, Abdulrazaq Kayode; Akindele, Iyiola Tomilayo; Adejumo, Abdulhakeem (29 December 2022). "Impact of Ethical Leadership on Employee Performance in the Public Sector: Does Leader-Member Exchange Matter?". Publica: Jurnal Pemikiran Administrasi Negara. 14 (2): 109–120. doi: 10.15575/jpan.v14i2.19912 . ISSN 2715-9256. S2CID 255644223.
- ↑ Northouse, Peter G.(2016)Leadership Theory and Practice Seventh Edition Los Angeles, CA: SAGE Publications.
- 1 2 3 Ko, Changsuk; Ma, Jianhong; Bartnik, Roman; Haney, Mark H.; Kang, Mingu (May 2017). "Ethical Leadership: An Integrative Review and Future Research Agenda". Ethics & Behavior. 28 (2): 104–132. doi:10.1080/10508422.2017.1318069. S2CID 151740506.
- ↑ Kalshoven, Karianne; Den Hartog, Deanne N.; De Hoogh, Annebel H. B. (February 2011). "Ethical leadership at work questionnaire (ELW): Development and validation of a multidimensional measure". The Leadership Quarterly. 22 (1): 51–69. doi:10.1016/j.leaqua.2010.12.007.
- ↑ Yukl, Gary; Mahsud, Rubina; Hassan, Shahidul; Prussia, Greg (11 December 2011). "An Improved Measure of Ethical Leadership". Journal of Leadership & Organizational Studies. 20 (1): 38–48. doi:10.1177/1548051811429352. S2CID 144708497.