Home
Bookshelves
Philosophy
Ethics in Life and Vocations (Whitman)
5: Ethical Leadership
5.4: Leadership Styles-Do Leadership styles require ethics?

5.4: Leadership Styles-Do Leadership styles require ethics?

Last updated
Save as PDF

Page ID: 80169

\( \newcommand{\vecs}[1]{\overset { \scriptstyle \rightharpoonup} {\mathbf{#1}} } \) \( \newcommand{\vecd}[1]{\overset{-\!-\!\rightharpoonup}{\vphantom{a}\smash {#1}}} \)\(\newcommand{\id}{\mathrm{id}}\) \( \newcommand{\Span}{\mathrm{span}}\) \( \newcommand{\kernel}{\mathrm{null}\,}\) \( \newcommand{\range}{\mathrm{range}\,}\) \( \newcommand{\RealPart}{\mathrm{Re}}\) \( \newcommand{\ImaginaryPart}{\mathrm{Im}}\) \( \newcommand{\Argument}{\mathrm{Arg}}\) \( \newcommand{\norm}[1]{\| #1 \|}\) \( \newcommand{\inner}[2]{\langle #1, #2 \rangle}\) \( \newcommand{\Span}{\mathrm{span}}\) \(\newcommand{\id}{\mathrm{id}}\) \( \newcommand{\Span}{\mathrm{span}}\) \( \newcommand{\kernel}{\mathrm{null}\,}\) \( \newcommand{\range}{\mathrm{range}\,}\) \( \newcommand{\RealPart}{\mathrm{Re}}\) \( \newcommand{\ImaginaryPart}{\mathrm{Im}}\) \( \newcommand{\Argument}{\mathrm{Arg}}\) \( \newcommand{\norm}[1]{\| #1 \|}\) \( \newcommand{\inner}[2]{\langle #1, #2 \rangle}\) \( \newcommand{\Span}{\mathrm{span}}\)\(\newcommand{\AA}{\unicode[.8,0]{x212B}}\)

The true charismatic and ethical leader is forged from a set of assumption pertaining to the leader-follower relationship operating out of genuine concern for those he/she is leading as well as the organization being led (Ciulla, 1995). According to Bass and Avolio (1994) then the authentic transformational leader is guided by: charisma or idealized influence; inspirational motivation; intellectual simulation; and individualized consideration all leaning toward personal growth through coaching and mentoring. The transactional leaders/ approach controls behaviors of subordinates through reward for service or “TIT for TAT” or the “what’s in it for me”. Transformational leaders (TF) attempt influence through communications, inspiration, and the good of the order rather than purely self-serving interest (Bass and Avolio, 1994).

The Transactional Leader (TA) will differentiate from the TF. She/he as a TA will exert influence through setting goals independent of others in the organization, clarifies desired outcomes, provides feedback and then exchanges rewards for the accomplishments of the followers. In contrast with the TF who will through additional influencing broaden and elevate followers’ goals building the followers confidence in mission and manner and ability that will propel the follower beyond the original agreement of exchange (Bass & Avolio, 1994).