Leadership Styles and Employee Ethical/Unethical Behavior Essay

Transformational leadinghiphip encour fester chase to embrace moral value and to act in the interest of the collective rather than self interest. Transformational attracters argon thought to raise followers level of moral ripening and to focus followers attention on higher level involve and values. Transactional leaders rely on retaliates and punishments to direct followers behaviour.Transactional leaders ar inconsistent with moral leadership because transactional approaches ignore followers needs and aspirations and that transactional leaders focus on the status quo rather than on an inspiring slew of the future and may be motivated by their own act and power rather than followers needs. Multidimensional transformational leadership construct with the avocation dimensions which consist on idiosyncraticized consideration, intellectual stimulation, idealized diverge, and inspirational motivation.Transformational leadership has been associated with many positive outcomes such as workers satisfaction with work and the leader, organizational commitment, citizenship behaviours, and job performance. Ethical leadership is not a rargon phenomenon in todays business organizations. Ethical leaders are some(prenominal) moral persons and moral managers. We think of the moral person as representing the good part of the term honorable leadership, and we think of the moral manager as representing the leadership part of that term.Ethical leaders are thought to be moral persons because they are honest and trustworthy, take good care of their people, and do the right things in twain their personal and professional lives. They make decisions found on values and estimable decision rules, and they are fair and come to about stake passers interests and long-term outcomes. As moral managers, ethical leaders are clear about their stick outations of followers.They are visible role models of ethical behaviour, hand with their people about their ethical and value s-based expectations, and use the reward system to hold followers accountable for ethical conduct. The relationship between leadership and employee ethical conduct can be explain by social reading and social exchange. In accordance with a social learning perspective, they come ethically in their personal and professional lives, and they make decisions based on ethical principles and the long-term interest of multiple stakeholders.Ethical leaders sling clear messages to organizational members about evaluate behaviour and use the reward system to hold everyone accountable to those expectations. This aspect of ethical leadership depends on social learning and can be viewed as more transactional than transformational because followers behave ethically and refrain from unethical conduct largely cod to the observed consequences. In social exchange perspective, ethical leaders were exposit as being trustworthy and as treating their people with care, concern, and fairness.As such, the y are likely to create social exchange relationships with their subordinates, who can be expected to reciprocate this care and fair treatment by engaging in citizenship behaviours and by refraining from unethical conduct. Ethical leaders are likely to influence their followers to engage in ethical conduct and to refrain from unethical conduct by way of multiple processes that rely on both transformational and transactional approaches to leadership. There are several potential limitations on the role of leadership.First, we expect that some employees will be less influence by leaders than will others. Second, employees at the lowest levels of cognitive moral development (preconventional) should be less influenced by leaders than by reward system contingencies. Third, ethical leadership may be less influential in homogenised settings where leaders and their followers share values based on age and cultural similarity. Fourth, Supervisory leaders may be more or less influential dependi ng on characteristics of their work group such as size and type of work.For example, the larger the span of control, the more difficult it may be to communicate ethical standards and to hold work group members accountable. Fifth, individual leaders may also be less influential to the outcome that the organization has a well ethical climate and culture that incorporates perfunctory and informal systems to support ethical conduct. Lastly, some organizations have a strong culture and climate that supports unethical conduct.For example, Douglas Durand had worked for 20 years at Merck & follow which had a strong ethical culture where ethics and social accountability were taken seriously. Once he arrived, he quickly discovered a culture where sales representatives bribed doctors, did not account appropriately for free samples, and occupied in Medicare fraud. Durand tried to change the culture but failed to do so. much(prenominal) leadership research does not distinguish between the executive director and supervisory levels, although such a distinction is likely to be important for leaders influence on ethics related outcomes.Based on our executive ethical leadership data, we inferred four types of executive leader which are ethical leader, unethical leader, hypocritical leader and ethically neutral leader. In conclusion, leaders should play an important role in influencing employee and to be an ethical leader who can be viewed as an attractive, credible, and legitimate role model who engages in normatively appropriate behaviour and makes the ethics message salient.