Ethical Leadership Is Mostly About Leadership Integrity Essay

A upstart study conducted in 2010 among UK and some European companies, revealed that the most prominent h angiotensin-converting enzymest issues to constitutions includes harassment, bribery, corruption and facilitation payments, and tattle blowing (Wesley et al. 2011). Thus, it is measurable that ethics must indeed embark from the top. Leaders can non elude from their responsibility to establish a honourable example for their pursual. The honorable exploits and doings of top management present to be consistent with their teaching, other(a)wise ceremonious estimable training and codes be bound to arouse a dilute chance of success. The outcome of organisational goals is dep deathent on the take iodiners capabilities to draw the direction for employee deportment, which includes promotion, strategies and appraisal (Br give & Mitchell 2010). This essay will examine how lead fairness plays a part in grammatical construction an honest leading, and similarly take in the other agentive roles filld in building good leadinghip. respectable leadinghip is mostly about(predicate) leadinghip integrity honourable lead involve attractors to lead in a way that respects the self-respect and rights of followers. It is especially valuable in the society today, when the public trust has been scoured by the actions of m each, in both the profit and non-profit organisations. For instance, top executives of corporate organisations contri onlyed to the recent credit crisis by reporting higher profits than actual, in tack together to enjoy greater compensation themselves (Berenbeim 2009). Ethical demeanor includes key principles such as integrity, h onenesssty, and fairness. This is a situation where by leading engage in behaviour that benefits others and refrains from behaviour that cause harm to others (Toor & Ofori 2009). Ethical leaders make up the purpose, vision and set of the management. They link up the organisational goals to that of the employees and stakeholders, giving a aesthesis of direction to their employees work and break that organizational decisions are based upon pass away incorrupt values (Piccolo et al. 2010).Thus, an honorable leader who demonstrates leaders integrity is one with right values and inviolate slip, who set examples for others by incessantly making efforts to incorporate example principles in their beliefs, values and behaviour (Freeman & Stewart 2006). Hence, lead integrity is one of the top evaluate of an launchive and good leader. lead integrity represents an honest, reliable and trustworthy somebody. It symbolizes a true commitment to bring to pass the right action, regardless of the situation. One study has shown that the integrity of profit making by managers and business owners is a key point which makes a chance 500 organisation stands out from other competitors (Blanchard et al. 1997). Social check outing system (Bandura 1977, 1986) also aims to expla in why followers knowledges of honorable leadership behaviour are captured by the individualist characteristics of the leader.Social learning theory suggests that individuals learn and follow the actions, attitudes, behaviour and values of credible role simulates (Bandura 1977, 1986). Ethical leaders are perceived to be role models with high good values and traits, such as leadership integrity, and thus, this encourage followers to establish their own framework of clean brainls and principles, which ultimately leads to moral action (Avolio 2005). Followers are also able articulate a higher level of moral emplacement and intersomebodyal ability through the provision of positive and rehabilitative moral feedback given by the honorable leaders (Eisenberg 2000 Hoffman 1988). In a study developed by psychologist Dr. Robert Turknett, it was revealed that integrity is the foundation of his leadership character model, and hence, suggested that no leader can be successful without integrity (Turknett et al. 2005). He also notes that individuals with integrity are willing to stand up and adjudge for what is right, careful to keep promises, will not twist facts, and can be trusted to speak the truth.Furthermore, James Quigley, the global CEO of Deloitte Touche Tohmatsu, emphasized the sizeableness of integrity and trust in the professional success of an individual (Quigley 2007). He highlighted that individuals who lacks integrity are not meaned trustworthy, and will severely weaken an individuals value to the organisation. Hence, the importance of integrity and character is highly valued in the work bulge out. Individuals who lack integrity, are 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 often leaders in their own industries, and apt(predicate) to do better than other competitor firms, achieving in th eir long-term financial goals.Other fundamental elements that make up respectable leadershipIn contrast, other studies have suggested that ethical leadership is not just about leadership integrity, but at the same time, it consists of a multi dimensional concept, with many other fundamental elements (Trevino & dark-brown 2004). Ethical leaders have to be seen as both a moral soulfulness and a moral manager (Trevino et al. 2000). The moral someone aspect of ethical leadership can be seen as the own(prenominal) characteristics and traits of the leader, such as personal integrity, honesty and trustworthiness, including the moral nature of the leaders behaviour, such as expressing a genuine concern for others and treating people right, demonstrating personal morality, and be open and communicative. In the process of decision making, ethical leaders consider the ethical wedge of their decisions, and based them upon ethical values and decision rules (Trevino & brownish 2004). It i s therefore important that leaders themselves are indeed moral persons and explicitly demonstrate ethical behaviours to their followers.Their followers learn what to do and what not to do by observing their leaders behaviour, and are probably to imitate their leaders (Kaptein 2002). However, being perceived as a moral person is insufficient. A moral person only portrays the actions of the leader. It does not advice the followers what is expected of them. A moral manager creates ethical standards and expectation throughout the organisation by portraying ethical behaviour, traits and decision making. A moral manager posses cardinal distinct characteristics. Firstly, a moral manager actively demonstrates ethical behaviours and lead through good examples. Secondly, reenforceing morally appropriate conduct and penalize wrong behaviours, strengthen the organisations ethical stance. Thirdly, a moral manager communicates ethical values and issues throughout the organisation openly (Brow n et al. 2005). There are tetrad types of leadership styles. They include the ethical leader, the hypocritical leader, the ethically neutral leader, and the unethical leader. An ethical leader is an individual who is both a moral person and a moral manager.This leader also has a strong 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 one who is not a strong ethical person but who attempts to place strong emphasis on ethics and values. These leaders often call down about ethics, 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 t he account of the leader (Trevino et al. 2000). This result in the followers not trusting the leader, and adequate cynical in e reallything the leader says. Thirdly, the ethically neutral leader is seen as neither a strong ethical or unethical leader.An 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 leaders stand on the issue of ethics. Hence, the ethically neutral leader 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 step-up to the first key attribute of leadership integrity, there are fiver other attributes that characterise ethical leaders, which includes, ethical awareness, managing ethical accountability, people oriented, do and encouraging 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, thus far a leader with leadership integrity will not be able to act ethically, which will lead to a damaging effect on perceived ethical leadership (Resick et al. 2006). Secondly, ethical leaders have to learn to manage ethical accountability, through establishing and instilling a reward and punishment system.This ensures proper ethical 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 people oriented, which highlights the selfless, external focus and responsibilities infallible of an ethical leader (Resick et al. 2006). Next, ethical leaders are also demand to be motivating. Thus, even if ethical leaders possess leadership integrity, they have to be able to motivate, exert influence, and guide followers tow ards 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.This allows the employees to be independent and responsible, and hence convey ethical standards throughout the organisation (Resick et al. 2006). Emotional experience is another(prenominal) strong attribute and influence of ethical leadership, beside leadership integrity. Leaders with high emotional intelligence are able to stimulate an ethical organisation by openly communicating about ethical issues, gaining motivation, and increase ethical awareness. Ethical leaders who have high emotional intelligence are also very trusting, chthonicstanding, engaging and have the ability to inspire others (Gregory 2010). Such leaders develop a strong set of empathy and interpersonal skills, as well as people oriented skills.They are then able to unde rstand 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 identify emotional intelligence as highly important and essential to opposition 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 direct relationship with ethical awareness, and thus, higher emotional intelligence scores predict higher operation in ethics (Joseph et al. 2009 Deshpande 2009).Insights and analysisIn reflection, leadership integrity is an important and essential attribute in building an ethical leadership. As discussed earlier, leadership integrity is highly valued in organisations, and the absence of it will likely result in followers losing trust and respect for the ethical leader. Hence, this sum that followers will espec ially 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 sanctions the statement that ethical leadership is mostly about leadership integrity.In addition, Banduras social learning 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 leaders effort to model moral behaviours. Thus, this also supports the statement that ethical leadership is mostly about leadership integrity, because the qualities of the leader, such as leadership integrity, will influence the followers to model such behaviours and values.On the other hand, only the moral person aspect of ethical leadership place emphasis on the leaders behaviour, traits and personal decision making towards e thical 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 Trevinos definition of an ethical leader, leadership integrity belongs to the kinfolk of a moral person. However, the leader needs to be both a moral person 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.Secondly, Resicks definition of the six key characteristics of an ethical leader belongs to the grade 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 c ategory of moral manager. Hence, this contradict 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 other than leadership integrity, the emotional intelligence of the leader is also another key factor in building an ethical leadership.Thus, this further supports the produce 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 build ing 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 many other fundamental elements other than just leadership integrity.ConclusionEthical leaders bring about highly desired 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 capable of motivating employees by creating and stimulating an ethical organisation, developing standards of ethical conduct and behaviour, and communicating openly on ethical issues, instilling a rewards and punishment systems, demonstrating ethical behaviour, and thereby increasing the ethical awareness in the organisation.ReferencesAvolio, B. J. 2005. leading development in balance Made/Born. Mahwah, NJ Lawrence ErlbaumBandura, A. 1977. Social learning theory. Englewood Cliffs, NJ scholarHall.Bandura, A. 1986. Social foundations of thought and action. Englewood Cliffs, NJ PrenticeHall.Berenbeim R.E. 2009. Ethical Leadership, Maintain an Ethical Culture. A paper presented at the Global Leadership Development concourse in Mumbai, IndiaBlanchard, K. H., OConnor, M., OConnor, M. J., & Ballard, J. (1997). 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