Leadership Question
Daniel Orth
Topic9PowerpointReadingReview.pptxTopic 9. Ethics and narcissism. Readings.
Text
Clements and Washbush (1999) The Two Faces of Leadership: Considering the Dark Side of Leader-Follower Dynamics
Conger (1990) The Dark Side of Leadership
Fairholm (1996) Spiritual Leadership: Fulfilling Whole-Self Needs at Work
Brown, Trevino, and Harrison (2005) Ethical Leadership: A Social Learning Perspective for Construct Development and Testing
Portman and Garrett (2005) Beloved Women: Nurturing the Sacred Fire of Leadership from and American Indian Perspective
Supplemental
Kanungo (2001) Ethical Values of Transactional and Transformational Leaders
Kets de Vries and Miller (1985) Narcissism and Leadership: An Object Relations Perspective
The Two Faces of Leadership: Considering the Dark Side of Leader-Follower Dynamics Clements and Washbush (1999)
Leadership commonly portrayed as good and positive
Positive face of leadership
Leadership necessarily involves moral purpose
Followers play a passive role
Can be a dark side to leadership
Leadership can be instrumental in promoting social disaster as well as social good
The Two Faces of Leadership: Considering the Dark Side of Leader-Follower Dynamics Clements and Washbush (1999)
Negative face of leadership
Failure to look inside
Extroverts who become leaders lack introspection
Mirroring
Leaders act in manner to reflect what they believe followers expect
Narcissism
Emotional illiteracy
Leaders lack ability to empathize, energize, foster creativity, respond appropriately to conflict
Unwillingness to let go
Fear of stepping down as leader
Ego identification with leader with leadership
Fear of reprisals
Fear legacy may be destroyed
The Two Faces of Leadership: Considering the Dark Side of Leader-Follower Dynamics Clements and Washbush (1999)
Negative face of followership
Two ways followers can affect leader follower dynamics
Personal traits
Locus of control
Internal – prefers participative leadership style
External – prefers directive style
Authoritarianism
Synergy through interaction
Folie a deux -- Shared madness
Kelly’s taxonomy of followers
Places all responsibility of leader to maintain healthy-leader follower relations, none on followers to understand their own dark sides
The Two Faces of Leadership: Considering the Dark Side of Leader-Follower Dynamics Clements and Washbush (1999)
Negative face of followership
Follower dispositions
Controlling
See relationships in terms of superior-inferior, do what they’re told
Histrionic
Over reactive, highly impressionable, likely to provide unquestioning loyal to charismatic leaders
Passive-aggressive
Pessimism, resentment, covert resistance
Dependent
Extremely likely to be followers, leader not likely to get objective feedback
Masochistic
Positive reinforcement from misfortune, unlikely to offer objective feedback
Ethical Leadership: A Social Learning Perspective for Construct Development and Testing Brown, Trevino, and Harrison (2005)
Ethical leadership is related to previously discussed leader characteristics
Transformational leadership
Leader honesty
Leader considerate/fair treatment
But none encompass all that an ethical leader is seen to do
Ethical Leadership: A Social Learning Perspective for Construct Development and Testing Brown, Trevino, and Harrison (2005)
Ethical leadership as social learning
Leaders influence the ethical conduct of followers through role modelling
Leaders become attractive role, credible, and legitimate ethical role models by engaging in behaviors followers evaluate as normatively appropriate and suggest altruistic motivation
Honesty
Consideration
Fair treatment
Ethical Leadership: A Social Learning Perspective for Construct Development and Testing Brown, Trevino, and Harrison (2005)
Definition of ethical leadership
Demonstration of normatively appropriate conduct through personal actions and interpersonal relationship and the promotion of such conduct to followers through two-way communication, reinforcement, and decision-making
Ethical Leadership: A Social Learning Perspective for Construct Development and Testing Brown, Trevino, and Harrison (2005)
Relationships with leader styles and characteristics
Ethical leadership will be related to, but empirically distinguishable from, the ethical and relationship –oriented dimensions of authentic transformational leadership
Idealized influence
Consideration
Ethical leadership will be related to interactional fairness and trust in the leader
Ethical leadership should be positively related to affective trust
Ethical leadership should be negatively related to abusive supervision
Ethical leadership will be positively related to leader honesty
Ethical Leadership: A Social Learning Perspective for Construct Development and Testing Brown, Trevino, and Harrison (2005)
Relationships with follower attitudes and contextual performance
Ethical leadership will be positively related to employees
Satisfaction with leader
Ratings of leader effectiveness
Willingness to give extra effort
Willingness to report problems to management
Greenleaf - Servant leadership
Leaders should be attentive to concerns of followers, empathize with them, take care of and nurture them
Values everyone’s involvement in the community
Within the community one fully experiences respect, trust and individual strength
Related to Gilligan’s ethics of caring
Spiritual Leadership: Fulfilling Whole-Self Needs at Work Fairholm (1996)
Values of spiritual leadership
Rejection of values based on self-interest
Focus on ultimate ethical values of integrity, independence, and justice
Define corporate leaders as trustees/stewards of life and resources
Spiritual leaders
Clarify followers’ moral identities and strengthen and deepen their commitments
Make connections between others’ interior worlds of moral reflections and the outer worlds of work and social relationships
Spiritual Leadership: Fulfilling Whole-Self Needs at Work Fairholm (1996)
How to apply spiritual leadership
Carefully designed philosophy or vision embedded in the corporate culture
Value of personal development
Commitment to serving others
Sense of interactive, mutual trust
Authentic concern for people and organizational goal
Environment that encourages openness, fairness, individuality, and creativity
Commitment to unity and teamwork
Integrity in all relationships simplicity and flexibility of structure and systems
Emphasis on continuing evaluation of progress
Spiritual Leadership: Fulfilling Whole-Self Needs at Work Fairholm (1996)
Moral leadership
Building shared values
Vision setting
Sharing meaning
Enabling
Influence and power
Intuition
Risk taking
Service
Transformation
Stewardship
Operating in service to rather than in control of those around us
Community
Three components of spiritual leadership
Beloved Women: Nurturing the Sacred Fire of Leadership from and American Indian Perspective Portman and Garrett (2005)
American Indian women have been consistently involved with leadership throughout history
Leadership skills
Patience
Listening
Contemplating
Developing innovative strategies
Highest honor for Cherokee women is to be granted tile of “The Ghigau” or “Beloved Woman”
Beloved Women: Nurturing the Sacred Fire of Leadership from and American Indian Perspective Portman and Garrett (2005)
Relational cultural theory in contrast to Western individualism
Communal ethic
Leadership from an American Indian perspective
Collectivism
Collaboration
Compassion
Courage
Ethical Values of Transactional and Transformational Leaders Kanungo (2001)
Teleological ethics provides moral justification of transactional leadership
Deontological ethics provides moral justification of transformational leadership
Ethical Values of Transactional and Transformational Leaders Kanungo (2001)
