Authentic leadership and Ethical Assignment Sample

Introduction Of Authentic Leadership and Ethical

In today's dynamic and complicated business climate, leadership is incredibly important in determining the success as well as efficiency of organisations. Leadership models have developed as useful models for directing leaders' behaviours and activities as organisations traverse various difficulties and shifting requirements. Both Authentic Leadership and Ethical Leadership are well-known paradigms that have attracted a lot of discussion lately. This study aims to compare and contrast the advantages and disadvantages of authentic leadership and responsible management. This study aims to shine a spotlight on the distinguishing features of these frameworks and their consequences for managerial behaviour by reviewing scholarly research and pertinent cases. By the completion of this research, readers may anticipate having a thorough comprehension of Authentic Leadership and Ethical Leadership, as well as an awareness of their various attributes and drawbacks and an opinion on which model is more suitable for the current leadership environment.

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Authentic Leadership

A type of leadership known as "authentic leadership" places a strong emphasis upon the leader's sincerity, honesty, and openness while dealing with supporters. It is focused on the leader's capacity to uphold their principles, convictions, and personality while creating an atmosphere that supports others' genuine expression (Avolio & Gardner, 2005). Avolio and Gardner (2005) identified awareness of oneself, openness in relationships, coordinated preparation, and internalised moral stance as the four main traits of genuine leaders. A leader that is self-aware has a thorough grasp of their ideals, attributes, limitations, and feelings. It enables them to connect authentically with followers by enabling them to link their activities with their fundamental convictions. Relational transparency is freely communicating thoughts, feelings, and intentions in order to foster a culture of honesty and confidence inside the company. While formulating judgements, realistically taking into account many views and disagreements with view promotes a culture of justice and inclusion. A leader's moral perspective that directs them to behave in line with their convictions and values is known as having an internalised moral viewpoint. Greater degrees of openness and trust have been correlated with authentic leadership inside organisations. In order for trust to grow, leaders must be honest in their disclosure of facts, admission of errors, and expression of vulnerability (Walumbwa et al., 2008). According to Walumbwa et al.'s (2008) study, real leaders are seen as being more dependable by people who follow them, which increases psychological security and confidence within teams. Through cooperation, open communication, and the facilitation of idea exchange, this increased trust eventually promotes organisational performance. Employee enthusiasm and involvement are positively impacted by authentic leadership. Leaders who live out their ideals and conduct themselves honestly encourage those around them to follow suit (Leroy et al., 2015). Employees are more committed to the company and more driven to help it succeed when they see genuine managers as real and credible. According to study results by Leroy et al. (2015), genuine leadership had a favourable impact on staff involvement and motivational factors, which raised work happiness and productivity levels.

The risk of emphasising the leader's own ideals and authenticity at the exclusion of other crucial leadership traits is one possible shortcoming of genuine leadership. The necessity for adaptation and flexibility in management might be overlooked if individual authenticity is the only thing being considered (Gardner et al., 2011). Taking into account the various requirements and viewpoints of followers plus modifying the strategy as necessary are prerequisites for successful leadership. In cultural settings where individualism and obedience to power are strong, authentic leadership may encounter difficulties. The emphasis on personal originality and expressing oneself may conflict with some cultures' values of conformity and deference to authoritative authorities (Kwantes & Boglarsky, 2007). As a result, awareness of culture and adaptation in leadership practises are required since the application and efficacy of genuine management may differ across various cultural contexts.

Ethical Leadership

When making decisions and interacting with supporters, trustworthy leaders place a strong emphasis on moral ideals, principles of ethics, and proper conduct. According to Brown, Trevio, and Harrison (2005), ethical managers behave morally by acting with honesty, justice, and responsibility in their leadership practises. Making choices that are right, providing a good instance, encouraging ethical behaviour, and establishing a climate of ethics inside the organisation are important aspects of the role of ethical leadership. Consideration of the ethical consequences and effects of choices, consideration of stakeholder interests, and adherence to ethical norms and principles are all components of ethical decision-making (Trevio, Hartman, & Brown, 2000). To provide a good example, a leader must act morally, modelling the beliefs and values they want their followers to uphold (Trevio et al., 2000). In order to foster ethical behaviour and hold people responsible for their immoral behaviour, laws, processes, and systems must be established (Brown et al., 2005). Developing an organisational culture that promotes ethical behaviour, honest discourse, and responsible choice-making is the final step in developing a healthy ethical environment. It has been discovered that responsible management has a favourable impact on followers' ethical behaviour. The demand and norm for followers to follow is formed when leaders prioritise ethical issues and emphasise the value of ethical behaviour (Kalshoven et al., 2011). According to studies conducted by Kalshoven et al. (2011), moral leaders are more likely to encourage their followers to make moral decisions and behave morally. This improves the organization's general ethical atmosphere and lessens the risk of unethical behaviour. By creating confidence among stakeholders and boosting credibility, ethical leadership helps to the long-term viability of an organisation. The best interests of many stakeholders, like as workers, clients, and the community, come before immediate advantages for ethical leaders (Brown et al., 2005). According to Brown et al. (2005) and Trevio et al. (2000), the image of an organisation and long-term sustainability are improved when it is committed to ethical behaviour and transparency.

The challenge of identifying uniform ethical norms across many cultures and circumstances is one possible limitation of leadership that is ethical. According to Peterson, Rhoads, and Vaught (2006), ethical standards and values alter depending on the society (Peterson, Rhoads, & Vaught). To ensure that their acts are consistent with the social norms and beliefs of those they represent, leaders have to navigate these socioeconomic subtleties and modify their moral strategy appropriately.

In general, managerial ethics has advantages for fostering moral behaviour, moral choices, and long-term organisational stability. The potential for manipulation and the difficulties in defining general ethical norms, nevertheless, call for careful thought and continuing awareness in the exercise of ethical leadership.

Comparative Analysis

The analogies, distinctions, and total efficacy of Authentic Leadership and Ethical Leadership in contemporary management practises may be better understood via comparison.

The relevance of moral principles and honesty in leadership is emphasised in both the Authentic Leadership and Ethical Leadership theories. Ethical leadership emphasises making moral decisions and encouraging moral behaviour inside the organisation, in contrast to authentic leadership, which is concerned about the leader's genuine personality and upholding their ideals. Both models acknowledge the importance of duty, honesty, and trust in creating a healthy organisational atmosphere. The ability of the two approaches to improve follower results is a crucial commonality. According to Walumbwa's research, responsible management and genuine management both increase workforce confidence and enthusiasm. Although ethical leaders' adherence to moral values fosters a feeling of justice and integrity, genuine leaders' honesty and openness build trust in the workplace. Both strategies support the development of productive environments for work as well as the inspiration and fulfilment of employees. However, Authentic Leadership and Ethical Leadership differ significantly from one another. While Ethical Leadership lays greater emphasis on ethical decision-making and the promotion of ethical behaviour within the organisation, Authentic Leadership puts a greater value on the leader's own sincerity and awareness of oneself. Although Ethical Leadership includes larger ethical concerns and stakeholder interests, Authentic Leadership might be a greater emphasis on individualised beliefs and expressing oneself. Both approaches have produced successful results when it comes to effectiveness across a range of organisational situations. Authentic leadership has been associated with greater efficiency, participation, and follower trust. On the other side, ethical leadership has been linked to increased moral conduct, long-term organisational viability, and stakeholder confidence. A contextual approach is essential for choosing the best model for the current leadership scenario. Authentic leadership or ethical leadership should be chosen depending on the particular organisational culture, beliefs, and objectives. Authentic management could be a better fit for organisations that value employee engagement, establishing confidence, and individual expressing oneself. On the other hand, organisations that place a strong emphasis on moral behaviour, stakeholder interests, and long-term viability could favour ethical management.

Proposal for Today's Leadership Landscape

Leadership is essential in today's complicated and dynamic corporate environment for driving organisational success and solving modern problems. I suggest a hybrid strategy that incorporates the major components of both models to produce a holistic leadership structure fit for today's context, taking into account the strengths and drawbacks of both Authentic Leadership and Ethical Management, and supervision, as stated before. The integrated approach that has been suggested acknowledges the importance of authenticity in leadership as promoted by Authentic Leadership. Authenticity helps leaders build stronger relationships with their followers by promoting openness, trust, and transparency. By being loyal to their ideals and exhibiting real concern for their followers' welfare, authentic leaders inspire and encourage their followers. This feature of authenticity is especially important in a time when workers are looking for meaningful employment and leaders who can identify with their goals and experiences (Biaggi, 2019). At exactly the same time, the suggested strategy, which is based on the principles of ethical leadership, emphasises the significance of ethical decision-making and ethical behaviour. Leaders who uphold moral standards make judgements while taking into account the interests of many stakeholders. They foster an environment of ethics within the company by encouraging a culture of honesty, responsibility, and fairness. In order to handle the moral conundrums and social responsibility issues that organisations confront today, such as sustainable development, inclusion and disparity, and corporate oversight, leadership that is ethical is essential. The suggested blended approach intends to provide a leadership paradigm that promotes trust, moral behaviour, and organisational efficiency by merging authenticity and ethics (Avolio, 2019). By using this strategy, leaders may honestly communicate their values, convictions, and sense of purpose while also making sure that their deeds uphold moral principles and advance society. Organisations should engage in leadership growth programmes that place a strong emphasis on ethics and authenticity to help support the adoption of this hybrid strategy. These programmes can provide leaders with the knowledge, abilities, and resources they need to handle difficult ethical dilemmas while being loyal to their core selves (Mahoney, 2018). Additionally, businesses need to foster a culture that respects openness, moral behaviour, and ongoing education. Leaders should concentrate on self-awareness and for comprehending their values, advantages, and areas for improvement in order to adopt this integrated strategy. By keeping their words and deeds in sync, being receptive to criticism, and cultivating real connections with their followers, they should work to be as honest as possible. Leaders must also have the ability to make ethical decisions, keep abreast of ethical concerns affecting their sector, and set unequivocal ethical standards and procedures inside the company (Laguna, 2019).

Conclusion

A hybrid approach that combines the essential components of Authentic Leadership and Ethical Leadership in today's leadership landscape delivers a complete foundation for effective leadership. Leaders may build trust, encourage ethical behaviour, and foster organisational success by focusing on authenticity and moral decision-making. This strategy upholds moral principles while acknowledging the significance of individuals, values, and stakeholder interests. By using this hybrid strategy, leaders may overcome complicated obstacles, motivate their subordinates, and establish an enduring organisational culture. In the contemporary dynamic and changing corporate climate, leaders may genuinely have a significant influence through this integration.

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References

• Avolio, B. J., 2019. Authentic Leadership: Development and Validation of a Theory-Based Measure†. Journal of Management, 34(1), pp. 89-126.
• Avolio, B. J., & Gardner, W. L. (2005). Authentic leadership development: Getting to the root of positive forms of leadership. The Leadership Quarterly, 16(3), 315-338.
• Brown, M. E., Treviño, L. K., & Harrison, D. A. (2005). Ethical leadership: A social learning perspective for construct development and testing. Organizational Behavior and Human Decision Processes, 97(2), 117-134.
• Biaggi, F. D.-., 2019. How ethical leadership is related to authenticity. Leadership, Education, Personality: An Interdisciplinary Journal, p. 15–28.
• Gardner, W. L., Avolio, B. J., Luthans, F., May, D. R., & Walumbwa, F. (2011). "Can you see the real me?" A self-based model of authentic leader and follower development. The Leadership Quarterly, 22(3), 543-562.
• Kwantes, C. T., & Boglarsky, C. A. (2007). Perceptions of ethical leadership and followership: Is it all relative? Journal of Business Ethics, 71(3), 237-248.
• Kalshoven, K., Den Hartog, D. N., & De Hoogh, A. H. (2011). Ethical leadership at work questionnaire (ELW): Development and validation of a multidimensional measure. The Leadership Quarterly, 22(1), 51-69.
• Leroy, H., Palanski, M. E., & Simons, T. (2015). Authentic leadership and behavioral integrity as drivers of follower commitment and performance. Journal of Business Ethics, 128(2), 211-224.
• Laguna, M., 2019. Authentic Leadership and Employees' Innovative Behaviour: A Multilevel Investigation in Three Countries. Int J Environ Res Public Health, 16(21).
• Mahoney, T., 2018. Exploring Authentic Leadership: A Narrative Case Study, s.l.: Brock University.
• Peterson, D. K., Rhoads, K., & Vaught, B. C. (2006). Ethical contexts and ethical leadership: Examining the incremental and interactive effects of ethical standards, normative climates, and ethical leadership. Journal of Business Ethics, 67(2), 129-144.
• Treviño, L. K., Hartman, L. P., & Brown, M. (2000). Moral person and moral manager: How executives develop a reputation for ethical leadership. California Management Review, 42(4), 128-142.
• Walumbwa, F. O., Avolio, B. J., Gardner, W. L., Wernsing, T. S., & Peterson, S. J. (2008). Authentic leadership: Development and validation of a theory-based measure. Journal of Management, 34(1), 89-126.