File Name: ethics character and authentic transformational leadership behavior .zip
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Alvesson, M. Leadership studies: From procedure and abstraction to reflexivity and situation. Leadership Quarterly. Ayman, R. Balgopal, Pallassana R. Bass, B.
In this CQ Dossier we describe the qualities of transformational leaders and how they gain commitment to their vision and the mission of the organization. We draw on the main theories of transformational leadership to present the key behaviors that distinguish transformational leaders from transactional leaders. In addition, we have a look at how transformational leaders show individualized consideration, intellectually stimulate their followers, provide inspirational motivation and idealized influence. Transformational leaders work with their employees to implement change. Transformational leaders create a vision for their followers and guide the change through inspiration and motivation. They are excellent role models and their followers emulate many of their actions.
Inauthentic Leadership Transformational leadership might sound preferable because the leader doesn't cynically harness the self-interest of her followers, as the transactional leader does. But there's a problem: A transformational leader might not be forthright with her followers. For example, a business owner might motivate her workforce with stirring speeches about the nobility of hard work, while her real aim is to increase production for personal gain. This type of transformational leader might be called inauthentic. Authentic Leadership Authentic leadership refers to the type of leader who actually holds the beliefs she espouses. The leader's authenticity presents itself in her actions. Her behavior reflects the ethics and values she promotes, such as transparency and fairness.
The ethics of transformational leadership are subverted by the pseudo-transformational leader's contempt for self and others, by learning to rationalize and justify.
The ethical nature of transformational leadership has been hotly debated. This debate is demonstrated in the range of descriptors that have been used to label transformational leaders including narcissistic, manipulative, and self-centred, but also ethical, just and effective. Therefore, the purpose of the present research was to address this issue directly by assessing the statistical relationship between perceived leader integrity and transformational leadership using the Perceived Leader Integrity Scale PLIS and the Multi-Factor Leadership Questionnaire MLQ.
Bernard M. Bass 65 Estimated H-index: View Paper. Add to Collection.
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