Organizational Behavior: Leadership Styles and Morality

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Please use the reading material attached ONLY. Read the abstracts and write briefly what the authors say about the problem in a paper (Subject: Leadership Styles and Morality). Use at least 3 abstracts and reference in APA format. Thank you in advance.

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3-3 LITERATURE REVIEW Two PAGES Morality and Leadership Styles in the Organization Hypocritical flip-flop, or courageous evolution? When leaders change their moral minds by Tamar A Kreps; Kristin Laurin; Anna C Merritt Journal of Personality and Social Psychology, 11/2017, Volume 113, Issue 5 How do audiences react to leaders who change their opinion after taking moral stances? We propose that people believe moral stances are stronger commitments, compared with pragmatic stances; we therefore explore whether and when audiences believe those commitments can be broken. We find that audiences believe moral commitments should not be broken, and thus that they deride as hypocritical leaders who claim a moral commitment and later change their views. Moreover, they view them as less effective and less worthy of support. Although participants found a moral mind changer especially hypocritical when they disagreed with the new view, the effect persisted even among participants who fully endorsed the new view. We draw these conclusions from analyses and meta-analyses of 15 studies (total N = 5,552), using recent statistical advances to verify the robustness of our findings. In several of our studies, we also test for various possible moderators of these effects; overall we find only 1 promising finding: some evidence that 2 specific justifications for moral mind changes—citing a personally transformative experience, or blaming external circumstances rather than acknowledging opinion change—help moral leaders appear more courageous, but no less hypocritical. Together, our findings demonstrate a lay belief that moral views should be stable over time; they also suggest a downside for leaders in using moral framings. Does Moral Leadership Enhance Employee Creativity? Employee Identification with Leader and Leader–Member Exchange (LMX) in the Chinese Context by Gu, Qinxuan; Tang, Thomas Li-Ping; Jiang, Wan Journal of Business Ethics, 02/2015, Volume 126, Issue 3 In this article, drawing from a relational perspective, we explore the relationship between moral leadership and employee creativity, treat employee identification with leader and leader–member exchange (LMX) as two mediators, and develop a new theoretical model of employee creativity. Our data collected from 160 supervisor–subordinate dyads in the People’s Republic of China demonstrate that moral leadership is positively related to both employee identification with leader and LMX. Further, employee identification with leader partially mediates the relationship between moral leadership and LMX. In particular, employee identification with leader greatly enhances LMX which leads to high creativity. Overall, the relationship between moral leadership and employee creativity is mediated by not only employee identification with leader but also LMX. Our findings offer a new theoretical framework for future theory development and testing on creativity as well as practical implications for researchers and managers in business ethics. Self-efficacy and self-awareness: moral insights to increased leader effectiveness by Caldwell, Cam; Hayes, Linda A Journal of Management Development, 10/2016, Volume 35, Issue 9 Purpose The purpose of this paper is to identify the relationships between self-efficacy and self-awareness and the moral obligations of leaders in understanding and developing these personal qualities. As leaders strive for excellence, self-efficacy and self-awareness can empower them to unlock their own potential and the potential of their organizations and those with whom they work. Design/methodology/approach The paper integrates research of self-efficacy and self-awareness as they pertain to ethical leadership and presents six propositions that increase leadership effectiveness, create value for the organization, and develop leaders considered my trusted by others. Findings The authors argue that greater understanding of self-efficacy and self-awareness is important for individual growth and can enable ethical leaders to empower themselves, their colleagues, and the organization in which they work. Research limitations/implications This research presents six propositions concerning self-efficacy and self-awareness and their influence on effective leadership that can be tested in future research. The ethically based nature of self-efficacy and self-awareness merits additional academic research and practitioner application. Practical implications This paper provides valuable insights to scholars and practitioners by proposing six propositions that will allow leaders to increase their effectiveness and add value to the organization. Social implications Ethical leaders add value by continuously improving themselves. Ethical leaders owe it to others and themselves to be more effective through a greater understanding of self-efficacy and selfawareness. Originality/value Self-efficacy and self-awareness are moral duties associated with the identities of leaders and important for leaders in understanding their own capabilities and identities. Greater knowledge of self-efficacy and self-awareness can enable ethical leaders to be more effective and create value. Leaders' Moral Competence and Employee Outcomes: The Effects of Psychological Empowerment and Person—Supervisor Fit by Tae-Yeol Kim; Minsoo Kim Journal of Business Ethics, 01/2013, Volume 112, Issue 1 This study examined how leaders' moral competence is linked to employees' task performance and organizational citizenship behaviors. Based on a sample of 102 employee--supervisor pairs from seven organizations in South Korea, the results of this study revealed that leaders' moral competence was positively associated with employees' task performance and organizational citizenship behaviors toward leaders (OCBS). As expected, employees' psychological empowerment partially mediated the relationship between leaders' moral competence and employees' task performance and OCBS. Furthermore, person-supervisor fit (PS fit) moderated the relationship between leaders' moral competence and employees' psychological empowerment such that the relationships became stronger for individuals higher rather than lower in PS fit. Covenantal leadership and the psychological contract: moral insights for the modern leader by Caldwell, Cam; Hasan, Zuhair Journal of Management Development, 11/2016, Volume 35, Issue 10 Purpose Research confirms that leaders continue to struggle in earning followers’ trust, commitment, and organizational citizenship. The purpose of this paper is to explain the importance of the relationship between leader and followers as a covenant and to identify five roles of the leader that are necessary to be effective in creating the required relationship with followers to earn their trust in an increasingly competitive and complex market. Design/methodology/approach The approach of this paper is to present a summary of the nature of psychological contracts and to identify seven testable propositions about covenantal leadership and its ability to build trust and honor duties implied in psychological contracts of employees. Findings The authors explain how the five roles of the covenantal leader increase trust and examine each of these roles in identifying the importance of covenantal leadership in serving the modern leader. Research limitations/implications This research reaffirms the importance of leaders understanding the often unarticulated perceptions of their employees in imposing moral duties and obligations on leaders and organizations. Practical implications The practical value of this paper lies in its insights about the importance of leaders understanding and honoring implied as well as stated duties, and in recognizing employee perceptions about their needs and the often unaddressed obligations of leaders and organizations. Social implications The underlying assumptions of this paper are that leaders who seek to create greater commitment and higher performance can do so by seeking out, understanding, and honoring the implicit and explicit assumptions and expectations of their employees. Originality/value Covenantal leadership is a relatively new leadership model introduced by Moses Pava (2003) and the five roles of covenantal leadership have rarely been addressed as a leadership perspective in the scholarly and practitioner literature. Understanding Youth Development From the Practitioner's Point of View: A Call for Research on Effective Practice by Larson, Reed W; Walker, Kathrin C; Rusk, Natalie; More... Applied Developmental Science, 04/2015, Volume 19, Issue 2 This article calls for research on the expertise of youth development practitioners. We argue for studies focused on understanding youth practice from practitioners' points of view -- as they experience and enact it -- with the aim of contributing findings and frameworks that are helpful to their work and learning. To improve youth programs, first, it is essential to better understand the challenges frontline staff face in their work. We review evidence showing that running a program and facilitating youth development is more challenging and multidimensional than is generally appreciated. Second, it is essential to understand the strategies effective practitioners employ to address these challenges. Studies indicate that the expertise of frontline staff is central to program impact; we review findings suggesting the diverse, contextually-attuned skills this expertise entails. The Moral Imperative of Social Justice Leadership: A Critical Component of Effective Practice by Rivera-McCutchen, Rosa L The Urban Review, 11/2014, Volume 46, Issue 4 This study examined how four principals in urban middle and senior high schools with a social justice orientation responded to hypothetical scenarios involving teacher prejudice. The principals in this study did not reference their leadership preparation programs in describing the evolution of their equity-focused leadership philosophies, nor did they reference theory. Rather, the principals were predisposed to support the goals of equity and fairness because they believed they had a moral obligation to do so. The research suggests that school leaders who enter the position with a predisposition for equity and fighting injustice may be better equipped to handle scenarios involving prejudice in ways that advance the overall goals of social justice. Leader narcissism and subordinate embeddedness: The moderating roles of moral attentiveness and behavioral integrity by Hakan Vahit Erkutlu; Jamel Chafra EuroMed Journal of Business, 05/2017, Volume 12, Issue 2 Purpose The purpose of this paper is to examine the relationship between leader narcissism (LN) and subordinate embeddedness as well as to test the moderating roles of moral attentiveness (MA) and behavioral integrity (BI) on that very relationship. Design/methodology/approach Data were collected from 19 five-star hotels in Turkey. The sample included 1,613 employees along with their first-line managers. The moderating roles of MA and BI on the LN and subordinate embeddedness relationship were tested using the moderated hierarchical regression analysis. Findings The moderated hierarchical regression analysis results revealed that there was a significant negative relationship between LN and subordinate embeddedness. In addition, this very relation was weaker when both MA and BI were higher than when they were lower. Practical implications This study showed that employee perception of LN decreased employee's job embeddedness (JE). The study findings point out the importance of reinforcing an ethical context as well as the importance of leader selection. Specifically, in order to ensure that narcissistic leaders do not thrive in organizations, it is significant to maintain an ethical context. Whether the context is ethical, unethical, or interpersonally ineffective, behaviors will likely be more salient and evaluated more negatively by coworkers. On the other hand, when narcissistic leaders are inserted in organizations with unethical contexts, the result is a perfect storm that reinforces narcissists' unethical behaviors and potentially promotes narcissistic leaders. Still, it is likely that narcissists exhibit unethical and ineffective behaviors regardless of the ethical context, meaning that an ethical context does not necessarily prevent narcissistic leaders from behaving ineffectively and unethically. Thus, the implementation of management selection geared toward targeting precursors of unethical behaviors is an equally vital strategy to prevent unethical behaviors on the part of organizational leaders. Originality/value The study provides new insights into the influence that LN may have on subordinate JE and the moderating roles of MA and BI in the link between LN and JE. The paper also offers a practical assistance to employees in the hospitality industry and their leaders interested in building trust and increasing leader-subordinate relationship and JE. Moral Leadership in an Age of School Accountability by Belcher, Daniel Journal of Leadership Studies, 2017, Volume 11, Issue 2 Although a sense of moral purpose is a strong motivational force for school leaders, it can be at odds with the prevailing political agenda of performativity and accountability. The current paper seeks to reassert moral leadership as a foundation stone for school leaders and policy makers. Through consistent ethical action the moral leader must do what is right as well as what is effective . There is robust empirical evidence that strong values are a key characteristic of outstanding leaders, contributing to improved student outcomes. In the face of transient accountability measures, enacting a moral leadership approach may prove not only the right thing to do, but it may also lead to the outcomes sought by politicians. Impact of Ethical Leadership and Leader-Member Exchange on Whistle Blowing: The Moderating Impact of the Moral Intensity of the Issue by Kanika T. Bhal; Anubha Dadhich Journal of Business Ethics, 10/2011, Volume 103, Issue 3 Given the prevalence of corporate frauds and the significance of whistle blowing as a mechanism to report about the frauds, the present study explores the impact of ethical leadership and leader–member exchange (LMX) on whistle blowing. Additionally, the article also explores the moderating role of the moral intensity [studied as magnitude of consequences (MOC)] of the issue on this relationship. The article reports results of three experimental studies conducted on the postgraduate students of a premier technology institute in India. Ethical leadership, LMX, and moral intensity are manipulated through scenarios. Study one (n = 81) manipulates ethical leadership (ethical/unethical) and quality of LMX (low and high) as independent variables; study two (n = 80) manipulates ethical leadership and moral intensity (high and low MOC), and study three (n = 87) manipulates LMX and MOCs to assess their individual and joint effects on whistle blowing. Results show that not only do ethical leadership and LMX predict whistle blowing, but these relationships get moderated by the moral intensity of the issue as well. The Effects of Performance Rating, Leader–Member Exchange, Perceived Utility, and Organizational Justice on Performance Appraisal Satisfaction: Applying a Moral... by Dusterhoff, Carrie; Cunningham, J Barton; MacGregor, James N Journal of Business Ethics, 01/2014, Volume 119, Issue 2 The performance appraisal process is increasingly seen as a key link between employee behaviour and an organization’s strategic objectives. Unfortunately, performance reviews often fail to change how people work, and dissatisfaction with the appraisal process has been associated with general job dissatisfaction, lower organizational commitment, and increased intentions to quit. Recent research has identified a number of factors related to reactions to performance appraisals in general and appraisal satisfaction in particular. Beyond the appraisal outcome itself, researchers have found that appraisal reactions are affected by perceptions of fairness and the relationship between the supervisor and the employee. To explain the relationships among these factors, the present article proposes a moral cognition perspective. We suggest that employees judge a performance appraisal from the perspective of its moral justifiability, and that appraisal reactions will be determined, at least in part, by the perceived moral justifiability of the process. The proposal was supported by results from a survey of government employees using measures of performance ratings, leader–member exchange, perceived utility, and organizational justice. Moral disagreement and procedural justice: Moral mandates as constraints to voice effects by Bauman, Christopher W; Skitka, Linda J Australian Journal of Psychology, 05/2009, Volume 61, Issue 1 Procedural voice is a widely used and effective means to reduce or eliminate conflict. Moral disagreements, however, are particularly inflammatory, divisive, and difficult to manage. The current article reports two studies that demonstrated the unique challenge that moral disagreements pose. Specifically, the studies tested the extent to which procedural voice affected justice judgements, group climate, and decision acceptance when people perceived decisions to have moral implications. Results indicated that when people's outcome preferences represent strong moral convictions, outcomes were the primary determinant of perceived fairness and related judgements, irrespective of whether people had voice in the decision‐making process. Are Authentic Leaders Always Moral? The Role of Machiavellianism in the Relationship Between Authentic Leadership and Morality by Sendjaya, Sen; Pekerti, Andre; Härtel, Charmine; More... Journal of Business Ethics, 01/2016, Volume 133, Issue 1 Issue Title: Special Section on Special Section on Industrial Clusters and Corporate Social Responsibility in Developing Countries. Guest editors Peter Lund-Thomsen, Adam Lindgreen, Joelle Vanhamme Drawing on cognitive moral development and moral identity theories, this study empirically examines the moral antecedents and consequences of authentic leadership. Machiavellianism, an individual difference variable relating to the use of the 'end justifies the means' principle, is predicted to affect the link between morality and leadership. Analyses of multi-source, multi-method data comprised case studies, simulations, roleplaying exercises, and survey questionnaires were completed by 70 managers in a large public agency, and provide support for our hypotheses. Our findings reveal that Machiavellianism offsets the positive relationship between moral reasoning and authentic leadership. Specifically, we show that when Machiavellianism is high, both the positive relationship between moral reasoning and authentic leadership, and the positive relationship between authentic leadership and moral actions, are reversed. This study offers new insights on the underlying processes contributing to the emergence of leaders' authentic behavior and moral action. Implications for the moral development of leaders, and directions for improved leadership training are provided. Hang on to Your Ego: The Moderating Role of Leader Narcissism on Relationships Between Leader Charisma and Follower Psychological Empowerment and Moral... by Sosik, John J; Chun, Jae Uk; Zhu, Weichun Journal of Business Ethics, 03/2014, Volume 120, Issue 1 We develop and test a process model demonstrating how leader charisma and constructive and destructive forms of narcissism interact to influence follower psychological empowerment and moral identity, using survey data from 667 direct reports of leaders from 13 different industries. Study results revealed that leader narcissism moderates the relationship between leader charisma and follower psychological empowerment such that when leaders possess a more constructive and less destructive narcissistic personality, their charisma has a stronger positive relationship with follower psychological empowerment. Study results also revealed that follower psychological empowerment mediates the differential interactive effects of leader charisma and constructive and destructive narcissism on follower moral identity. Implications of these results for future theory development, research, and practice are discussed. Integrating Leadership Development with Ignatian Spirituality: A Model for Designing a Spiritual Leader Development Practice by Rothausen, Teresa J Journal of Business Ethics, 11/2017, Volume 145, Issue 4 Prominent scholars note that current approaches to leader development in business are insufficient in at least three ways, and call for approaches that teach leaders to process and reflect, take personal ownership, and develop their capacities for both proficient and morally centered leadership. This paper explores three related research questions: Can we use evidence from management research to build a process-based model of leader self-development? Does the spiritual leadership literature offer implications for integrating moral development into such a model? Can spiritual development processes from a long-standing tradition be integrated, to further bring spiritual and moral development into leader development? Based on the leader and leadership development, spiritual leadership, and Ignatian literatures, one approach to building a spiritual leader development practice is presented. Using this model, business leaders are guided in forming leader development practices based on six categories of interdependent developmental activities: planning with discernment, experiences based on vocation, reflection including spiritual notes, assessment including examining present faults, education including on the lives of moral and effective leaders, and relationships including spiritual direction. This approach is differentiated from other approaches to leader development and to spiritual leadership. The role of the specific spiritual practices used here versus other traditions and the interplay of religion and spirituality in leader development are discussed, along with limitations of this approach and suggestions for further research. The Moral Judgment Relationship Between Leaders and Followers: A Comparative Study Across the Taiwan Strait by Ho, Yi-Hui; Lin, Chieh-Yu Journal of Business Ethics, 03/2016, Volume 134, Issue 2 Ethics is central to leadership because of the impact leaders have on establishing organizational values and engaging followers to accomplish mutual goals. The ethical concerns of leaders may influence ethical decision-making of their followers. This paper attempts to investigate the relationship between leaders and followers on moral judgment, and make a comparison between China and Taiwan on the leader-follower moral judgment relationship. Data were collected through a questionnaire survey on purchasing professionals in China and Taiwan. The development of moral judgment was measured using the defining issues test. Research findings indicate that followers exhibit higher level of moral judgment while their leaders have higher level of moral judgment. A positive moral judgment relationship exists between leaders and followers. The comparative study between China and Taiwan reveals that Chinese purchasing professionals are more easily influenced by their workplace leaders than their Taiwanese counterparts. Power distance would strengthen the leader-follower moral judgment relationship. The present research makes contributions toward the ethics literature by providing empirical insight into the relationship between leader moral judgment and follower moral judgment. This paper also suggests implications and opportunities for future research. Improving leadership by nurturing moral consciousness through structured self-reflection by Branson, Christopher M Journal of Educational Administration, 07/2007, Volume 45, Issue 4 Purpose - The purpose of this research is to report on research that explores the use of structured selfreflection to nurture moral consciousness as a means of enhancing the moral leadership capacity of existing school principals.Design methodology approach - Given that this research focuses on each participant's subjective reality, the epistemology of pragmatic constructivism was chosen to guide this qualitative study supported by the theoretical perspective of symbolic interactionism. Furthermore, a case study was chosen as the appropriate orchestrating perspective and an opportunistic sample of six school principals formed the participants in this case study.Findings - Data from this research support the view that the moral consciousness of each of the participating principals in this study was clearly enhanced by their experience of structured self-reflection.Research limitations implications - Due to the demanding nature of structured self-reflection this approach takes a considerable amount of time. Also, as the reflection process is a very personal experience, the amount of time taken will vary noticeably amongst the participants. In addition, the ethical implications in facilitating structured self-reflection are an extremely important implication. Participants must be made fully aware of the nature of such an experience so that not only can they voluntarily choose not to participate but also that they avoid reflecting on past experiences that engender sadness or anxiety within them should they choose to participate.Practical implications - Given the strong moral expectations now demanded of contemporary leaders, which implies that this is not a natural trait, structured self-reflection affords a clearly achievable means for nurturing a leader's moral consciousness as an essential step in their professional development in moral leadership.Originality value - The paper addresses the acknowledged blank spot in moral leadership research by providing a practical and effective way for positively influencing the leader's moral leadership development. Is Business Ethics Education Effective? An Analysis of Gender, Personal Ethical Perspectives, and Moral Judgment by Wang, Liz C; Calvano, Lisa Journal of Business Ethics, 02/2015, Volume 126, Issue 4 Although ethics instruction has become an accepted part of the business school curriculum at both the undergraduate and graduate levels, some scholars have questioned its effectiveness, and research results have been mixed. However, studies yield interesting results regarding certain factors that influence the ethicality of business students and may impact the effectiveness of business ethics instruction. One of these factors is gender. Using personal and business ethics scenarios, we examine the main and interactive effects of gender and business ethics education on moral judgment. We then analyze the relationships between gender and business ethics education on personal ethical perspectives. Our results indicate that women are generally more inclined to act ethically than men, but paradoxically women who have had business ethics instruction are less likely to respond ethically to business situations. In addition, men may be more responsive to business ethics education than women. Finally, women's personal ethical orientations may become more relativistic after taking a business ethics class. A Moral Analysis of Effective Prediction Markets on Terrorism by Weijers, Dan; Richardson, Jennifer International Journal of Technoethics (IJT), 01/2014, Volume 5, Issue 1 Predicting terrorist attacks with prediction markets has been accused of being immoral. While some of these concerns are about the likely effectiveness of prediction markets on terrorism (PMsoT), this paper discusses the three main reasons why even effective prediction markets on terrorism might be considered immoral. The authors argue that these three reasons establish only that PMsoT cause offense and/or fleeting mild harm, and that, even taken together, they do not constitute serious harm. The moral issues considered are that PMsoT: 1) create character-affecting perverse incentives, 2) desensitise society to tragic events, and 3) disrespect important ideals. In addition to arguing against the force of these three potential moral problems, it is also argued that societies and governments already endorse intelligence-gathering methods that are clearly more immoral than PMsoT in the relevant respects. The authors also argue that some circumstances require governments to cause non-serious harm to some people in order to protect and promote the rights and welfare of its citizens. The authors conclude that a government's obligation to protect and promote the rights and welfare of its citizens outweighs the non-serious harm that could be caused by effective PMsoT. As a result, we recommend that the likelihood of PMsoT being effective is investigated more closely. Institutional Ethics Resources: Creating Moral Spaces by Hamric, Ann B; Wocial, Lucia D Hastings Center Report, 09/2016, Volume 46, Issue S1 Since 1992, institutions accredited by The Joint Commission have been required to have a process in place that allows staff members, patients, and families to address ethical issues or issues prone to conflict. While the commission's expectations clearly have made ethics committees more common, simply having a committee in no way demonstrates its effectiveness in terms of the availability of the service to key constituents, the quality of the processes used, or the outcomes achieved. Beyond meeting baseline accreditation standards, effective ethics resources are requisite for quality care for another reason. The provision of care to the sick is a practice with profound moral dimensions. Clinicians need what Margaret Urban Walker has called "moral spaces," reflective spaces within institutions in which to explore and communicate values and ethical obligations as they undergird goals of care. Walker proposed that ethicists needed to be concerned with the design and maintenance of these moral spaces. Clearly, that concern needs to extend beyond ethicists to institutional leaders. This essay uses Walker's idea of moral space to describe individuals and groups who are actual and potential ethics resources in health care institutions. We focus on four requisite characteristics of effective resources and the challenges to achieving them, and we identify strategies to build them. In our view, such moral spaces are particularly important for nurses and their colleagues on interprofessional teams and need to be expanded and strengthened in most settings. In Pursuit of Effective Leader Development for Social Justice in China by Chen, Shuang-Ye Journal of Research on Leadership Education, 06/2009, Volume 4, Issue 1 This paper addresses an emerging issue of preparing leaders in China for social justice, in response to the article of Jean-Marie, Normore, and Brooks (2009). The paper is conceptual and comparative in nature. It introduces the recent policy direction of social justice to be introduced in leader development. The contextual challenges are analyzed from social-cultural perspective. At last a relevant agenda to develop leaders' understanding and practice of organizational justice, and moral literacy of social justice is proposed for the relevant and effective leader development in China. Higher Education and Wealth Equity: Calibrating the Moral Compass Empathy, Ethics, and the Trained Will by Natale, Samuel M; Libertella, Anthony F Journal of Academic Ethics, 03/2016, Volume 14, Issue 1 This paper will argue the importance of the creation of a moral compass, driven by empathy and a rigorously trained will in higher education leadership to develop a tighter relationship between higher education and wealth equity. We will explore the foundational documents that first discussed these issues within a global context. Further, We explore how these goals, enhanced by insights promulgated by the United Nations, can be achieved by teaching empathy, developing a moral compass and training the will. Trust, authentic pride, and moral reasoning: a unified framework of relational governance and emotional self‐regulation by Spraggon, Martin; Bodolica, Virginia Business Ethics: A European Review, 07/2015, Volume 24, Issue 3 This conceptual article introduces behavioral perspectives into the governance arena and undertakes a psychological assessment of managerial decision making in organizations by elaborating on the treatment of trust and (authentic and hubristic) pride in the extant literature. While trust is conceived by governance scholars as a device for monitoring relationships with others, we argue that authentic pride, contrary to hubris, could operate as an attribute of emotional self‐regulation allowing corporate leaders to govern the social behavior of their own self. Contrasting the features of trust and authentic pride, we advance several propositions to capture their relevance and simultaneous importance as viable governance mechanisms in light of a manager's level of cognitive moral reasoning. Our study builds a unified theoretical framework of governance which integrates human agency, psychological states, and moral judgment to foster a deeper understanding of complex self‐regulatory processes that are activated by decision makers in the execution of their roles. Leaders as Moral Role Models: The Case of John Gutfreund at Salomon Brothers by Ronald R. Sims; Johannes Brinkmann Journal of Business Ethics, 02/2002, Volume 35, Issue 4 The paper describes and discusses unethical behavior in organizations, as a result of (interacting) disputable leadership and ethical climate. This paper presents and analyzes the well-known bond trading scandal at Salomon Brother to demonstrate the development of an unethical organizational culture under the leadership of John Gutfreund. The paper argues that leaders shape and reinforce an ethical or unethical organizational climate by what they pay attention to, how they react to crises, how they behave, how they allocate rewards, and how they hire and fire individuals. Churchie's leadership training for senior student leaders by Olsen, Rod; Pitman, Brendan Australian Educational Leader, 06/2014, Volume 36, Issue 2 The role of effective leadership within an organisation is critical to its success. If an organisation is to be progressive, relevant and meet the changing needs of its stakeholders then the leaders need to be appropriately skilled through training and education. At the Anglican Church Grammar School in Brisbane, the student leadership structure comprises school captain, three school vice-captains, prefects, house captains and house vice captains and leaders of individiual sports and activities. The challenge is to ensure the vision of the newly appointed student leaders aligns with the wider vision of the school. This article focuses on the leadership development and training prior to and after leadership selection in Term 4, Year 11. In Year 11, Term 3, all Year 11 students participated in a leadership program. Year 11 students are then empowered to take on additional responsibilities to serve the School if they are motivated to apply and participate in the selection process. After leadership selection, the training is more specific and robust during a weekend Leadership Retreat for the elected leaders only The focus of the retreat is to provide a shared experience and allow practice of specific skills relevant to the student leaders. These elements contribute to the success of the program. From the weekend the student leadership body has a shared experience, an alignment of what they want to achieve, portfolios that they take to future meetings and specific goals that can continue to be built on in the coming year. An ethic of connectedness: enacting moral school leadership through people and programs by Frick, J. Edward; Frick, William C Education, Citizenship and Social Justice, 07/2010, Volume 5, Issue 2 As educators, we grapple with a myriad of dilemmas and often have difficulty resolving issues that relate to curriculum and instruction, funding, facilities and supervision, to name a few. Depending on the leader(s), a variety of ethics come in to play when making decisions. The ethic of connectedness refers to community building and welfare as central to moral thought and practice (Bradley, 2007). Responsibility to community building and welfare begins in the schools and must be an acculturated practice within the schools so future generations possess the knowledge, skills and dispositions that ensure a connectedness to their society (Marzano et al., 2005; Barth 2006; Collinson et al., 2006). This article will explore the importance of an ethic of connectedness to effective school leadership and the experience of a Pennsylvania school district in nurturing and building a connectedness within the school community. The caring leader – What followers expect of their leaders and why? by Gabriel, Yiannis Leadership, 08/2015, Volume 11, Issue 3 This paper examines the moral standing of leaders not from any particular philosophical or political vantage point, but rather from that of the followers. Followers expect leaders to be competent just as they expect professionals and others; but they also expect leaders to provide moral leadership. Followers frequently judge leaders by standards of morality that are considerably harsher than those by which they judge other people; they may also forgive leaders sins that they would not forgive in others. As a result, leaders are often cast in black and white terms as either saints or devils. The paper argues that criteria used to judge leaders are rooted in fantasy and myth as well as early life experiences, and goes on to highlight the archetype of the caring leader. This is a leader who offers personalized attention to his/her followers and is willing to go beyond the call of duty in dispatching his/her responsibilities. The paper then links the ethical archetype of the caring leader with some current discourses on the ethics of care and the obligations it creates for a caring leader. Using some illustrations from hospital leadership, the paper concludes by identifying some of the difficulties that leaders face in meeting the exigencies of an ethic of care.
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Running head: ORGANIZATIONAL BEHAVIOR

Organizational Behavior: Leadership Styles and Morality
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ORGANIZATIONAL BEHAVIOR

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Organizational Behavior: Leadership Styles and Morality
Leadership styles and morality relate to each other, as good leadership must depict good
morals as the two go hand in hand. An active leader must have morals as they play a significant
role in helping a leader in guiding the organizational staff on how to perform their duties in the
right manner. Leaders, for instance, face challenges when it comes to marinating high moral
standards in the responsibilities, and that is basing all their decisions on the moral code of
conduct. According to Tamar, Kristin & Anne (2017), people believe that moral commitments
should not be broken in whichever circumstances. At times, leaders are forced to change their
right minds when it comes to decision making, and this is viewed as a hypocritical flip-flop by
the audience while some ...


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