'Ethical Leadership Is Mostly About Leadership Integrity Essay\r'

'A upstart issue conducted in 2010 among UK and some European companies, revealed that the most prominent good issues to brasss includes harassment, bribery, putridness and facilitation payments, and whistle blowing (Wesley et al. 2011). Thus, it is principal(prenominal) that honour fittedity must indeed embark from the sack up. breakers bunghole non sidestep from their responsibility to get to a clean-living ex adenylic acidle for their take n singleers. The good actions and doings of peak management check to be unchanging with their teaching, early(a)wise formal honorable larning and codes be bound to stool a slim chance of success. The outcome of brass instrumental goals is hooklike on the attractor’s capabilities to hardening the like a shotion for employee doings, which includes promotion, strategies and appraisal ( brownish & angstrom unit; Mitchell 2010). This judge impart examine how conk equity plays a part in construction an ho nourable leading, and similarly remove the separate factors involved in mental synthesis h iodinest drawing cardship.\r\n good drawship is by and large close attractionship fair play\r\n honourable leading involve leading to lead in a way that respects the hauteur and adepts of pursuit. It is curiously classic in the nightspot today, when the public trust has been eroded by the actions of numerous, in both(prenominal) the profit and non-profit organisations. For instance, top executives of corporate organisations contributed to the recent credit crisis by reporting gamyschooler profits than actual, in order to enjoy greater earnings themselves (Berenbeim 2009). ethical behaviour includes expose principles much(prenominal) as honor, h isty, and fairness. This is a situation where by attractors engage in behaviour that benefits others and refrains from behaviour that cause harm to others (Toor & deoxyadenosine monophosphate; Ofori 2009). ethical draws embody the purpose, great deal and determine of the management. They link up the organisational goals to that of the employees and stakeholders, braggart(a) a sense of direction to their employees’ swear out and ensure that organizational decisions atomic number 18 establish upon sound righteous take to bes (Piccolo et al. 2010).\r\nThus, an good leader who faces leading fair play is one with ‘right values’ and ‘ steady persona’, who set ex group Ales for others by constantly qualification efforts to incorporate incorrupt principles in their beliefs, values and behaviour (Freeman & group A; Stewart 2006). Hence, leading law is one of the top attribute of an efficacious and good leader. leaders rectitude represents an honest, tried and trustworthy person. It symbolizes a true loyalty to perform the right action, regardless of the situation. whizz study has shown that the integrity of profit making by conductors and business own ers is a come upon point which makes a Fortune euchre organisation vantage points out from other opponents (Blanchard et al. 1997). affectionate guideing theory (Bandura 1977, 1986) as well as aims to relieve why followers’ comprehensions of honourable leading behaviour be decided by the mortal typeistics of the leader.\r\nSocial reading theory suggests that individuals learn and follow the actions, attitudes, behaviour and values of probable role models (Bandura 1977, 1986). Ethical leadership ar perceived to be role models with high honest values and traits, much(prenominal)(prenominal) as lead integrity, and thus, this encourage followers to establish their own framework of honorable ideals and principles, which lastly leads to lessonistic action (Avolio 2005). Followers ar in like manner able initiate a higher(prenominal) level of clean stance and inter own(prenominal) exponent through the supplying of irrefutable and constructive honour able feedback habituated by the honest leaders (Eisenberg 2000; Hoffman 1988). In a study developed by psychologist Dr. Robert Turknett, it was revealed that integrity is the foundation of his leaders character model, and whence, suggested that no leader can be successful without integrity (Turknett et al. 2005). He similarly nones that individuals with integrity argon willing to set up up and def destruction for what is right, c arful to carry on promises, will not twist facts, and can be trusted to speak the truth.\r\nFurthermore, throng Quigley, the global CEO of Deloitte Touche Tohmatsu, emphasized the impressiveness of integrity and trust in the pro success of an individual (Quigley 2007). He highlighted that individuals who lacks integrity be not considered trustworthy, and will seriously weaken an individual’s value to the organisation. Hence, the importance of integrity and character is super valued in the work step up. Individuals who lack integrity, arg on not trustworthy, and will not be given responsibilities or opportunities, and thus, will be frowned upon by other employees in the organisation (Quigley 2007). Corporations with integrity leaders are very much leaders in their own industries, and in all likelihood to do better than other competitor firms, achieving in their long-term financial goals.\r\n separate fundamental elements that make up estimable leading\r\nIn contrast, other studies have suggested that honourable leadership is not except nearly leadership integrity, but at the same time, it consists of a multi differenceal concept, with m any(prenominal) other fundamental elements (Trevino & antiophthalmic factor; brownish 2004). Ethical leaders have to be seen as both a â€Å" object lesson person” and a â€Å"moral tutor” (Trevino et al. 2000). The moral person tantrum of honorable leadership can be seen as the individualized characteristics and traits of the leader, such as personal integ rity, honesty and trustworthiness, including the moral nature of the leader’s behaviour, such as expressing a genuine concern for others and treating the great unwashed right, demonstrating personal morality, and existence open and communicative. In the adjoin of decision making, honourable leaders consider the respectable impact of their decisions, and based them upon honorable values and decision rules (Trevino & cook 2004). It is therefore important that leaders themselves are indeed moral persons and explicitly demonstrate good behaviours to their followers.\r\nTheir followers learn what to do and what not to do by find their leaders behaviour, and are likely to sham their leaders (Kaptein 2002). However, being perceived as a moral person is insufficient. A moral person plainly portrays the actions of the leader. It does not advice the followers what is expected of them. A moral passenger vehicle creates ethical standards and expectation end-to-end the org anisation by portraying ethical behaviour, traits and decision making. A moral passenger car posses three distinct characteristics. Firstly, a moral manager actively demonstrates ethical behaviours and lead through good examples. Secondly, rewarding virtuously appropriate conduct and punish wrong behaviours, strengthen the organisations’ ethical stance. Thirdly, a moral manager communicates ethical values and issues throughout the organisation openly (Brown et al. 2005). There are four types of leadership styles. They include the ethical leader, the hypocritical leader, the ethically apathetic leader, and the unethical leader. An ethical leader is an individual who is both a moral person and a moral manager.\r\nThis leader excessively has a bullnecked influence in the organisation, with regards to the ethical culture, enforcing the goals of the organisation, and influencing the ethical values, norms and standards (Kalshoven et al. 2011). Next, a hypocritical leader is on e who is not a fast ethical person but who attempts to place strong tenseness on moral philosophy and values. These leaders often talk about ethical motive, but do not follow up with the action itself (Trevino et al. 2000). In such cases, the followers often perceive these acts only as a false front. Without any actions to match what the leader communicates about ethics and values, it points out issues that has yet to surface, and thus, is worse than not doing anything at all, which tarnish the spirit of the leader (Trevino et al. 2000). This result in the followers not trusting the leader, and becoming cynical in everything the leader says. Thirdly, the ethically neutral leader is seen as neither a strong ethical or unethical leader.\r\nAn ethically neutral leader may be an ethical person, but do not take up an active leadership role is the important areas of ethics, and followers are uncertain of the leader’s stand on the issue of ethics. Hence, the ethically neutral le ader is one who focuses on end results without setting any ethical goals. Lastly, a weak moral person and moral manager is an unethical leader. Furthermore, other studies have suggested that in addition to the first key attribute of leadership integrity, there are five other attributes that characterise ethical leaders, which includes, ethical knowingness, managing ethical account capacity, tidy sum oriented, do and supporting(a) and empowering (Resick et al. 2006). Firstly, ethical awareness is the ability and willingness to identify moral and ethical situations and problems. Hence, without being first able to identify the ethical issue present, flat a leader with leadership integrity will not be able to act ethically, which will lead to a damaging substance on perceived ethical leadership (Resick et al. 2006). Secondly, ethical leaders have to learn to manage ethical accountability, through establishing and impart a reward and punishment system.\r\nThis ensures decent ethic al standards and conduct are performed throughout the organisation (Resick et al. 2006). Thirdly, in order to be aware of how their actions will impact others, ethical leaders have to be plurality oriented, which highlights the selfless, foreign focus and responsibilities required of an ethical leader (Resick et al. 2006). Next, ethical leaders are to a fault required to be motivating. Thus, even if ethical leaders possess leadership integrity, they have to be able to motivate, sustain influence, and guide followers towards the organisational goals, ethical standards and norms (Resick et al. 2006). Lastly, ethical leaders must be encouraging and empowering, and thus delegate responsibilities and tasks to employees, and ensure that they are ethically responsible.\r\nThis allows the employees to be independent and responsible, and hence convey ethical standards throughout the organisation (Resick et al. 2006). Emotional word is another strong attribute and influence of ethical le adership, beside leadership integrity. Leaders with high aflame intelligence are able to stimulate an ethical organisation by openly communication about ethical issues, gaining motivation, and increase ethical awareness. Ethical leaders who have high ablaze intelligence are also very trusting, understanding, engaging and have the ability to inspire others (Gregory 2010). Such leaders develop a strong set of empathy and social skills, as well as people oriented skills.\r\nThey are then able to understand the influence, and impact their behaviours and decisions on the stakeholders and employees in the organisation (Gregory 2011). One study highlighted that 89% of the respondents identified emotional intelligence as highly important and essential to encounter the organisations’ top challenges (Freeman 2007). Two other studies were also conducted with business students, and nurses in the US hospitals. The results of both studies revealed that emotional intelligence has a dir ect relationship with ethical awareness, and thus, higher emotional intelligence scores predict higher performance in ethics (Joseph et al. 2009; Deshpande 2009).\r\nInsights and compendium\r\nIn reflection, leadership integrity is an important and essential attribute in mental synthesis an ethical leadership. As discussed earlier, leadership integrity is highly valued in organisations, and the absence seizure of it will likely result in followers losing trust and respect for the ethical leader. Hence, this mean that followers will especially look up to ethical leaders with strong leadership integrity as these leaders are associated with having strong positive traits and characteristics, whom will likely do the right thing, given any circumstances, and supports the statement that ethical leadership is loosely about leadership integrity.\r\nIn addition, Bandura’s social accomplishment theory suggests that individuals learn and follow the actions, attitudes, behaviour and values of credible ethical leaders. Hence, this means that followers’ moral self-development is likely to be heavily influenced by the leader’s effort to model moral behaviours. Thus, this also supports the statement that ethical leadership is broadly about leadership integrity, because the qualities of the leader, such as leadership integrity, will influence the followers to model such behaviours and values.\r\nOn the other hand, only the moral person aspect of ethical leadership place furiousness on the leader’s behaviour, traits and personal decision making towards ethical conduct. The behaviours and actions of a moral manager have an external focus of how the leader is seen by employees and stakeholders, as they aim to increase the ethical awareness and standard in the organisation. Thus, under Trevino’s definition of an ethical leader, leadership integrity belongs to the family line of a moral person. However, the leader needs to be both a moral p erson and a moral manager, in order to be considered an ethical leader. Thus, this denies the statement that ethical leadership is mostly about leadership integrity, and supports the idea that leadership integrity is only one dimension of being an ethical leader.\r\nSecondly, Resick’s definition of the six key characteristics of an ethical leader belongs to the category of either a moral person or a moral manager, where leadership integrity, ethical awareness and people orientation falls into the category of moral person, while managing accountability, encouraging and empowering, and motivating belongs to the category of moral manager. Hence, this refute the statement that leadership integrity is mostly about leadership integrity, as it can be clearly seen that leadership integrity is only one aspect of the characteristics required of ethical leadership, as there are other important elements that effect ethical leadership as well. Thirdly, studies have also revealed that oth er than leadership integrity, the emotional intelligence of the leader is also another key factor in building an ethical leadership.\r\nThus, this further supports the asseverate that that ethical leadership is not mostly about leadership integrity, but is also heavily influenced by the personal characteristics of leaders’ emotional intelligence. My personal stand is that though the behaviour, values, traits and personal characteristics such as leadership integrity, of an ethical leader is important, but, the ability to influence and affect followers to model such moral behaviours places an even greater emphasis in building a reputation of ethical leadership. As discussed earlier, the traits and behaviours of the moral manager addresses this aspect, and thus support my stand that ethical leadership is a multi dimension concept, which consists of galore(postnominal) other fundamental elements other than unsloped leadership integrity.\r\nConclusion\r\nEthical leaders bring a bout highly desire benefits to organisations. The personal characteristic of an ethical leader, such as leadership integrity is one key factor in building ethical leadership. However, there are also other elements involved which have a strong impact in building ethical leadership. Hence, in order to be effective ethical leaders, individuals with leadership integrity have to demonstrate that they are fitting of motivating employees by creating and stimulating an ethical organisation, developing standards of ethical conduct and behaviour, and communicating openly on ethical issues, bring a rewards and punishment systems, demonstrating ethical behaviour, and thereby increasing the ethical awareness in the organisation.\r\nReferences\r\nAvolio, B. J. 2005. leaders development in balance: Made/Born. Mahwah, NJ: Lawrence Erlbaum\r\nBandura, A. 1977. Social learning theory. Englewood Cliffs, NJ: Prenticeâ€Hall.\r\nBandura, A. 1986. Social foundations of estimate and action. Englewoo d Cliffs, NJ: Prenticeâ€Hall.\r\nBerenbeim R.E. 2009. Ethical leadership, sustain an Ethical Culture. A paper presented at the Global Leadership Development group discussion in Mumbai, India\r\nBlanchard, K. H., O’Connor, M., O’Connor, M. J., & Ballard, J. (1997). 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