LeadershipinOrganizationsNinthEditionChapter7LeaderTraitsandSkillsLearningObjectivesAfterstudyingthischapter,youshouldbeableto:7.1Understandhowleadertraitsandskillsarerelatedtoeffectiveleadership.7.2Understandwhattraitsandskillsaremostrelevantforeffectiveleadership.7.3Understandwhattraitsandskillsbestpredictsuccessinamanagerialcareer.7.4Understandhowtherelevanceofatraitorskilldependsonthesituation.7.5Understandthelimitationsofthetraitapproach.DifferentTypesofLeaderAttributesAvarietyofindividualattributeshavebeenexaminedintheleadershipresearch,includingaspectsofpersonality,temperament,needs,motives,andvalues.?Personalitytraitsarerelativelystabledispositionstobehaveinaparticularway,andsomeexamplesareself-confidence,extroversion,emotionalmaturity,andenergylevel.Socialneedsandmotivesarealsoimportanttraits,becausetheyinfluenceaperson'sattentiontoinformationandevents,andtheyguide,energize,andsustainbehavior.Valuesareinternalizedattitudesaboutwhatisrightandwrong,ethicalandunethical,moralandimmoral.Self-concepts,self-identities,andsocialidentitiesinvolvevaluesandbeliefsaboutaperson’soccupation,relationshipstoothers,andworthwhilerolesandactivities.TypesofResearchonLeaderTraitsandSkillsSeveraltypesofresearchhavebeenusedtolearnhowleadertraitsandskillsarerelatedtomeasuresofleadershipeffectiveness,suchassubordinatesatisfactionandperformance,unitperformance,orratingsofleadereffectivenessbybosses.Manystudiesexaminehowthetraitsandskillsforleadersinsimilarmanagerialoradministrativepositionsarerelatedtomeasuresoftheirleadershipeffectiveness.Somelongitudinalstudiescomparemanagerswhoadvancedsuccessfullytotopmanagementpositiontomanagerswhoinitiallyadvancedbutthen“derailed”intheircareersbecausetheyweredismissed,tookearlyretirement,orsimplyreacheda“plateau”withoutanychanceoffurtheradvancement.Someotherstudieshaveattemptedtodeterminetheextenttowhichleadertraitsandskillsaretheresultofheredityorlearning.OverviewofFindingsintheResearchSometraitsandskillsincreasethelikelihoodthatapersonwillbeselectedorelectedtofillaleadershipposition.Sometraitsandskillsincreasetheeffectivenessofaleader,buttheydonotguaranteeit.?Aleaderwithcertaintraitscanbeeffectiveinonesituationbutineffectiveinadifferentsituation.Thepatternoftraitsandskillsthatbestpredictsleadereffectivenessalsovariessomewhatfordifferentoutcomes,suchasleaderselection,advancement,performancebytheleader'sworkunit,andsubordinatesatisfaction.?PersonalityTraitsandEffectiveLeadership(1of3)Table7.1SpecificTraitsRelatedtoLeadershipEffectivenessHighenergylevelandstresstoleranceInternallocusofcontrolorientationEmotionalstabilityandmaturityHighcoreself-evaluationsPersonalintegritySocializedpowermotivationModeratelyhighachievementorientationModeratelyhighself-confidenceModeratelylowneedforaffiliationPersonalityTraitsandEffectiveLeadership(2of3)EnergyLevelandStressToleranceSelf-ConfidenceInternalLocusofControlEmotionalStabilityandMaturityCoreSelf-EvaluationPowerMotivationPersonalIntegrityNarcissismAchievementOrientationNeedforAffiliationTheBigFivePersonalityTraitsPersonalityTraitsandEffectiveLeadership(3of3)Table7.2CorrespondenceoftheBigFiveTraitswithSpecificTraitsBigFivePersonalityTraitsSpecificTraitsSurgencyExtroversion(outgoing)Energy/ActivityLevelNeedforPower(assertive)ConscientiousnessDependabilityPersonalIntegrityNeedforAchievementAgreeablenessCheerfulandOptimisticNurturance(sympathetic,helpful)NeedforAffiliationAdjustmentEmotionalStabilitySelf-EsteemSelf-ControlIntellectanceCuriousandInquisitiveOpenMindedLearningOrientedBasedonHogan,Curphy,&Hogan(1994).SkillsandEffectiveLeadership(1of2)Table7.3Three-FactorTaxonomyofBroadlyDefinedSkillsTechnicalSkills:Knowledgeaboutmethods,processes,procedures,andtechniquesforconductingaspecializedactivity,andtheabilitytousetoolsandequipmentrelevanttothatactivityInterpersonalSkills:Knowledgeabouthumanbehaviorandinterpersonalprocesses,abilitytounderstandthefeelings,attitudes,andmotivesofothersfromwhattheysayanddo(empathy,socialsensitivity),abilitytocommunicateclearlyandeffectively(speechfluency,persuasiveness),andabilitytoestablisheffectiveandcooperativerelationships(tact,diplomacy,listeningskill,knowledgeaboutacceptablesocialbehavior)ConceptualSkills:Generalanalyticalability,logicalthinking,proficiencyinconceptformationandconceptualizationofcomplexandambiguousrelationships,creativityinideagenerationandproblemsolving,abilitytoanalyzeeventsandperceivetrends,anticipatechanges,andrecognizeopportunitiesandpotentialproblems(inductiveanddeductivereasoning)SkillsandEffectiveLeadership(2of2)TechnicalSkillsConceptualSkillsInterpersonalSkillsPoliticalSkillManagerialCompetenciesEmotionalIntelligenceSocialIntelligenceLearningAbilitySituationalRelevanceofTraitsandSkillsLevelsofManagementTypeofOrganizationStressontheLeaderExternalEnvironmentEvaluationoftheTraitApproach(1of3)Considerableprogresshasbeenmadeinidentifyingtraitsandskillsrelevantformanagerialeffectivenessandadvancement.?Nevertheless,thislineofresearchhasbeenhinderedbysomemethodologicalandconceptuallimitations.EvaluationoftheTraitApproach(2of3)Table7.4NegativeAspectsofVeryLoworVeryHighTraitScoresSelf-confidenceToolittle:indecisive,avoidsrisks,anddoesnotseektoinfluenceothersToomuch:arrogant,actstooquickly,andtakestoomanyrisksNeedforEsteemToolittle:doesnotseekrecognitionorbuildareputationforhighexpertiseandreliabilityToomuch:preoccupiedwithreputationandstatus,exaggeratesachievements,coversupmistakesandfailuresorblamesothersNeedforAffiliationToolittle:doesnottrytoformstrongrelationshipsorbuildasocialsupportnetworkToomuch:overlyconcernedaboutbeinglikedandacceptedbyothers,overusesingratiation,andwillnotriskpopularitybyaskingforsacrificesorinsistingonbetterperformanceNeedforIndependenceToolittle:dependentonothersfordirection,ruleoriented,avoidstakinginitiativeToomuch:resentsauthority,tooquicktoignorerulesandstandardproceduresEvaluationoftheTraitApproach(3of3)Table7.4NegativeAspectsofVeryLoworVeryHighTraitScores(continued)Altruism(value)Toolittle:selfish,indifferentabouttheneedsofothers,mayexploitthemforpersonalgainToomuch:overlygenerousandforgiving,unabletoaskforsacrificesormaintaindisciplinePerformanceOrientation(value)Toolittle:acceptsweakperformanceanddoesnotpushforimprovementToomuch:isaperfectionistandisoverlydemandingandneversatisfiedGuidelinesforLeaders(1of2)Table7.5GuidelinesforUnderstandingandImprovingRelevantCompetenciesLearnaboutyourstrengthsandweaknesses.Maintainself-awareness.Identifyanddevelopskillsrelevantforafutureleadershipposition.Rememberthatastrengthcanbecomeaweakness.Compensateforweaknesses.GuidelinesforLeaders(2of2)Learnaboutyourstrengthsandweaknesses.Maintainahighlevelofself-awareness.Identifyanddevelopskillsrelevantforafutureleadershipposition.Rememberthatastrengthcanbecomeaweakness.Compensateforweaknesses.CopyrightThisworkisprotectedbyUnitedStatescopyrightlawsandisprovidedsolelyfortheuseofinstructorsinteachingtheircoursesandassessingstudentlearning.Disseminationorsaleofanypartofthiswork(includingontheWorldWideWeb)willdestroytheintegrityoftheworkandisnotpermitted.Theworkandmaterialsfromitshouldneverbemadeavailabletostudentsexceptbyinstructorsusingtheaccompanyingtextintheirclasses.Allrecipientsofthisworkareexpectedtoabidebytheserestrictionsandtohonortheintendedpedagogicalpurposesandtheneedsofotherinstructorswhorelyonthesematerials.LeadershipinOrganizationsNinthEditionChapter8CharismaticandTransformationalLeadershipCopyright?2020,2013,2010PearsonEducation,Inc.AllRightsReservedLearningObjectivesAfterstudyingthischapter,youshouldbeableto:8.1Understandsimilaritiesanddifferencesforcharismaticandtransformationalleadership.8.2Understandhowleaders,followers,andthesituationaffectattributionsofcharisma.8.3Understandthetraits,behaviors,andinfluenceprocessesincludedineachtypeofleadership.8.4Understandthebenefitsandcostsofcharismaticleadershipforfollowersandtheorganization.8.5Understandhowtoinspiremorefollowercommitmentandoptimism.CharismaticLeadership(1of4)Charisma

isaGreekwordthatmeans“divinelyinspiredgift,”suchastheabilitytoperformmiraclesorpredictfutureevents.?BehaviorofCharismaticLeadersANovelandAppealingVisionEmotionalAppealstoValuesExpressionofConfidenceandOptimismSelf-SacrificeUnconventionalBehaviorandMethodsDemonstrateExceptionalAbilitiesCharismaticLeadership(2of4)InfluenceProcessandMediatingVariablesPersonalIdentificationSocialIdentificationInternalizationSelf-efficacyandCollectiveEfficacyImpressionManagementEmotionalContagionTraitsandValuesofCharismaticLeadersCharismaticLeadership(3of4)PositiveandNegativeCharacteristicsTable8.1DysfunctionalAttributesofaNarcissisticCharismaticLeaderFailstomanageimportantdetailsforthesuccessofaprojectPaystoomuchattentiontosuperficialaspectsofthejobInformal,impulsiveleaderactionscreatechaosandconfusionAutocraticdecisionsfailtouseavailableexpertisefromothersControllingstyleofmanagingcreatesexcessivedependencebyothersCreatesdisruptiverivalriesamongfavoredandunfavoredgroupsofemployeesMakesexaggeratedclaimsofuniquepersonalexpertiseandcommitmentMakesexaggeratedclaimsforthesuccessofleaderdecisionsoractionsClaimscreditforsuccessfulideasandoutcomesproducedbyothersEmphasizespositiveeventstodistractattentionfromfailingprogramsLimitsaccesstonegativeinformationaboutleaderweaknessesandfailuresDevaluesanddemeanscriticsandopponentsoftheleaderUsesunconventional,dysfunctionalbehaviorthatalienatessomepeopleIsoftenabsentfrommanagingoperations(toomanynonrelevantactivities)CharismaticLeadership(4of4)TheLeadershipSituationCrisisSituationsAttributionalAmbiguityFollowerCharacteristicsInteractionwiththeLeaderEffectsofCharismaticLeaders(1of4)TypesofResearchonCharismaticLeadersDifferenttypesofresearchmethodshavebeenusedtostudyhowcharismaticleadersinfluencefollowersandtheleader'sorganizationorinstitution.Theresearchmethodsincludetheanalysisofbiographicalinformationaboutfamouscharismaticleaders,intensivecasestudiesofanindividualcharismaticleader,surveystudieswithbehaviorquestionnaires,andexperimentsinlaboratoryorfieldsettings.EffectsofCharismaticLeaders(2of4)FindingsfromResearchonEffectsofCharismaticLeadersTable8.2SomeNegativeConsequencesofCharismaticLeadersBeinginaweoftheleaderreducesgoodsuggestionsbyfollowers.Desireforleaderacceptanceinhibitscriticismbyfollowers.Adorationbyfollowerscreatesdelusionsofleaderinfallibility.Excessiveconfidenceandoptimismblindtheleadertorealdangers.Denialofproblemsandfailuresreducesorganizationallearning.Risky,grandioseprojectsaremorelikelytofail.Takingcompletecreditforsuccessesalienatessomekeyfollowers.Impulsive,nontraditionalbehaviorcreatesenemiesaswellasbelievers.Dependenceontheleaderinhibitsdevelopmentofcompetentsuccessors.Failuretodevelopsuccessorscreatesaneventualleadershipcrisis.EffectsofCharismaticLeaders(3of4)LearningCharismaticLeadershipTable8.3CharismaticLeadershipTacticsVerbalTacticsMetaphorsarefiguresofspeechthatdirectlyrefertoanobjectoractionbymentioninganothersimilarobjectoractionforrhetoricaleffect.Theyareeffectivepersuasivedevicesbecausetheystiremotion,simplifythemessage,aidrecall,andinvokesymbolicmeanings.Storiesandanecdotesmakeamessageunderstandableandmemorablewhileinducingidentificationwiththeprotagonist(s).Expressionsofmoralconvictioncommunicatethattheleaderisapersonofhighmoralfiber.Statementsthatreflectthesentimentsofthegroupalignfollowerswiththeleaderbyindicatingthattheleadersharestheirinterestsandvalues.Settinghighgoalsservesasacatalystforfollowermotivation.Conveyingconfidencethatgoalscanbeachievedincreasesfollowerself-efficacy.Rhetoricalquestions(toencourageengagement),three-partlists(todistillamessageintokeytakeaways,provideapattern,andinstillasenseofcompleteness),andcontrasts(pittingone’spositionagainstanotherfordramaticeffect)areusedtoengagefollowersanddistilltheleader’smessage.NonverbalTacticsBodygesturesaresignalsforlisteners(e.g.,pointing,wavingahand,orpoundingatablecandrawattention;afistcanreinforcepower,confidence,andcertitude).Animatedvoicescanconveyemotionsuchassurprise,happiness,passion,andexcitement.Facialexpressionsreinforcetheleader’smessagebyconveyingassociatedemotions.EffectsofCharismaticLeaders(4of4)ImplicationsforOrganizationsAlthoughresearchoneffectsofcharismaticchiefexecutivesislimited,theavailableresultssuggestthatcharismaisnotanessentialattributefortheirsuccessandmayevenbedetrimentalformostofthem.?Despitetheadverseconsequencesfoundforcharismaticleaders,theyarenotalldoomedtofail.Successispossiblewhentheleadershavetheexpertizetomakegooddecisions,thepoliticalskilltomaintainpower,andthegoodlucktobeinafavorablesituation.TransformationalLeadershipTransformationalleadershiptheorydescribeshoweffectiveleadersinspireandtransformfollowersbyappealingtotheiridealsandemotions.LeaderBehaviorsInfluenceProcessesLeadershipSituationsComparisonofCharismaticandTransformationalLeadership(1of2)Oneofthemostimportantissuesforleadershipscholarsistheextenttowhichtransformationalleadershipandcharismaticleadershiparesimilarandcompatible.?Sometheoriststreatthetwotypesofleadershipasessentiallyequivalent,whereasothertheoristsviewthemasdistinctbutoverlappingprocesses.?Evenamongtheoristswhoviewthetwotypesofleadershipasdistinctprocesses,thereremainsdisagreementaboutwhetheritispossibletobebothtransformationalandcharismaticatthesametime.ComparisonofCharismaticandTransformationalLeadership(2of2)Charismatic,Ideological,andPragmaticLeadersEachtypeofleadercanbeeffective,buttheydifferintermsoftheirtraits,behavior,andinfluenceprocesses.?Thecharismaticandideologicalleadersaremoreeffectiveinsituationswherethereisahighlevelofpoliticalandideologicalconflict,whereaspragmaticleadersaremoreeffectivewhenthereislittlepoliticalconflictandmoreemphasisonconstructiveproblemsolving.Ideologicalleadersaremorelikelytoemergewhenthereisastrongcultureofsharedvalues,andtheycanarticulateavisionthatembodiesthesevalues.Thecharismaticleadersappealtoemotionsandarticulateavisionthatbuildsconfidencethattheleadercanshowfollowershowtoresolveacrisisandovercomeobstaclestodesirableobjectives.?Thepragmaticleadersaremorelikelytoemergewhentheyareperceivedbyfollowerstohavetheexpertizeandcommitmentnecessarytoguidetheprocessofstrategyformationandcrisismanagement.?EvaluationoftheTheoriesTheavailableevidencesupportsmanyofthekeypropositionsofthemajortheoriesofcharismaticandtransformationalleadership.?Collectively,thetheoriesappeartomakeanimportantcontributiontoourunderstandingofleadershipprocesses.?Theyprovideanexplanationfortheexceptionalinfluencesomeleadershaveonfollowers,alevelofinfluencenotadequatelyexplainedbyearliertheories.Specificcontributionsincludemoreattentiontotheimportanceofemotionalreactionsbyfollowers,theimportanceofsymbolicbehavior,andtheroleoftheleaderinmakingambiguouseventsmeaningfulforfollowers.?Earlierleadershiptheoriesdidnotrecognizethatsymbolicprocessesandmanagementofmeaningareasimportantasmanagementofthings.?GuidelinesforInspirationalLeadership(1of2)ArticulateaclearandappealingvisionExplainhowthevisioncanbeattainedActconfidentandoptimisticExpressconfidenceinfollowersUsedramatic,symbolicactionstoemphasizekeyvaluesLeadbyexampleGuidelinesforInspirationalLeadership(2of2)Table8.4GuidelinesforInspirationalLeadershipTable8.4Articulateaclearandappealingvision.Explainhowthevisioncanbeattained.Actconfidentandoptimistic.Expressconfidenceinfollowers.Usedramatic,symbolicactionstoemphasizekeyvalues.Leadbyexample.CopyrightThisworkisprotectedbyUnitedStatescopyrightlawsandisprovidedsolelyfortheuseofinstructorsinteachingtheircoursesandassessingstudentlearning.Disseminationorsaleofanypartofthiswork(includingontheWorldWideWeb)willdestroytheintegrityoftheworkandisnotpermitted.Theworkandmaterialsfromitshouldneverbemadeavailabletostudentsexceptbyinstructorsusingtheaccompanyingtextintheirclasses.Allrecipientsofthisworkareexpectedtoabidebytheserestrictionsandtohonortheintendedpedagogicalpurposesandtheneedsofotherinstructorswhorelyonthesematerials.LeadershipinOrganizationsNinthEditionChapter9Values-BasedandEthicalLeadershipCopyright?2020,2013,2010PearsonEducation,Inc.AllRightsReservedLearningObjectivesAfterstudyingthischapter,youshouldbeableto:9.1

Understanddifferentconceptionsofethicalleadership.9.2

Understandthedifficultiesindefiningandassessingethicalleadership.9.3Understandtheindividualandsituationalinfluencesonethicalleadership.9.4

Understandtheoriesoftransforming,servant,spiritual,andauthenticleadership.9.5

Understandtheconsequencesofethicalleadershipforfollowersandtheorganization.9.6

Understandhowtopromoteethicalbehaviorandopposeunethicalpractices.ConceptionsofEthicalLeadership(1of2)DefiningEthicalLeadershipEthicalleadershiphasbeendefinedinmanydifferentways.?Whenaskedtodescribeethicalleadersinonestudy,executivesidentifiedseveralbehaviors,values,andmotives(e.g.,honest,trustworthy,altruistic,fair).Akeycharacteristicwastheleader’seffortstoinfluencetheethicalbehaviorofothers.PersonalIntegrityandEthicalLeadershipIncross-culturalresearchontheessentialtraitsforeffectiveleadership,integrityisnearthetopofthelistinallculturesthathavebeenstudied.Themostbasicdefinitionofintegrityemphasizeshonestyandconsistencybetweenaperson’sespousedvaluesandbehavior.?ConceptionsofEthicalLeadership(2of2)DilemmastoAssessingEthicalLeadershipItiseasiertoevaluateethicalleadershipwhentheinterestsoftheleader,thefollowers,andtheorganizationarecongruentandcanbeattainedbyactionsthatdonotinvolvemuchriskorcost.?However,inmanysituationstheinfluenceprocessmayinvolve(1)creatingenthusiasmforariskystrategyorproject,(2)inducingfollowerstochangetheirunderlyingbeliefsandvalues,and(3)influencingdecisionsthatwillbenefitsomepeopleattheexpenseofothers.?Eachtypeofinfluenceinvolvesethicaldilemmas.MultipleStakeholdersandCompetingValuesThedifficultiesinevaluatingtheeffectivenessofleadersincludemultiplecriteriawithcomplextrade-offsandstakeholderswithpartiallyconflictinginterests.?DeterminantsandConsequencesofEthicalLeadershipIndividualDeterminantsofEthicalLeadershipMostofthetraitsrelatedtoeffectiveleadershiparealsorelatedtoethicalleadership.?SituationalInfluencesonEthicalLeadershipEthicalbehavioroccursinasocialcontext,anditcanbestronglyinfluencedbyaspectsofthesituation.

ConsequencesofEthicalandUnethicalLeadershipInmanycasesleaderdecisionsdonothaveconsistenteffectsfordifferentcriteriaorfordifferentstakeholders.TheoriesofValue-basedLeadership(1of3)TransformingLeadershipServantLeadershipSpiritualLeadershipAuthenticLeadershipTheoriesofValue-basedLeadership(2of3)Table9.1ExplanationofValuesEmphasizedinTheoriesofEthicalleadershipIntegrity:Communicatesinanopenandhonestway,keepspromisesandcommitments,actsinwaysthatareconsistentwithespousedvalues,admitsandacceptsresponsibilityformistakes,doesnotattempttomanipulateordeceivepeopleAltruism:Enjoyshelpingothers,iswillingtotakerisksormakesacrificestoprotectorbenefitothers,putstheneedsofothersaheadofownneeds,volunteersforserviceactivitiesthatrequireextratimeandarenotpartoftheformaljobrequirementsHumility:Treatsotherswithrespect,avoidsstatussymbolsandspecialprivileges,admitslimitationsandmistakes,ismodestaboutachievements,emphasizesthecontributionsbyotherswhenacollectiveeffortissuccessfulTheoriesofValue-basedLeadership(3of3)Table9.1ExplanationofValuesEmphasizedinTheoriesofEthicalleadership(continued)Empathyandhealing:Helpsotherscopewithemotionaldistress,encouragesacceptanceofdiversity,actsasamediatororpeacemaker,encouragesforgivenessandreconciliationafteradivisiveconflictPersonalgrowth:Encouragesandfacilitatesthedevelopmentofindividualconfidenceandability,evenwhennotimportantforthecurrentjob;provideslearningopportunitiesdespiteariskofmistakes;providesmentoringandcoachingwhenneeded;helpspeoplelearnfrommistakes.Fairnessandjustice:Encouragesandsupportsfairtreatmentofpeople,speaksoutagainstunfairandunjustpracticesorpolicies,opposesattemptstomanipulateordeceivepeopleortoundermineorviolatetheircivilrightsEmpowerment:Consultswithothersaboutdecisionsthatwillaffectthem,providesanappropriateamountofautonomyanddiscretiontosubordinates,sharessensitiveinformationwiththem,encouragesthemtoexpressconcernsordissentingviewswithoutbecomingdefensiveComparisonandEvaluationofTheories(1of2)ComparisontoTransformationalandCharismaticLeadershipTable9.2SuggestedCriteriaforEvaluatingEthicalLeadershipCriterionEthicalLeadershipUnethicalLeadershipUseofleaderpowerandinfluenceToservefollowersandtheorganizationTosatisfypersonalneedsandcareerobjectivesHandlingdiverseinterestsandintegratingthemAttemptstobalanceandwhooffersthemostbenefitsFavorscoalitionpartnersofthemultiplestakeholdersDevelopmentofavisionfortheorganizationDevelopsavisionbasedonfollowerinputabouttheirneeds,values,andideasAttemptstosellapersonalvisionastheonlywayfortheorganizationtosucceedIntegrityofleaderBehaviorActsinawaythatisconsistentwithespousedvaluesDoeswhatisexpedienttoattainpersonalobjectivesRisk-takinginleaderdecisionsandactionsIswillingtotakepersonalrisksandactionstoaccomplishmissionorachievethevisionAvoidsnecessarydecisionsoractionsthatinvolvepersonalrisktotheleaderCommunicationofrelevantinformationMakesacompleteandtimelydisclosureofinformationaboutevents,problems,andactionsUsesdeceptionanddistortiontobiasfollowerperceptionsaboutproblemsandprogressResponsetocriticismanddissentbyFollowersEncouragescriticalevaluationtofindbettersolutionsDiscouragesandsuppressesanycriticismordissentDevelopmentoffollowerskillsandselfConfidenceUsescoaching,mentoring,andtrainingtodevelopfollowersDe-emphasizesdevelopmenttokeepfollowersweakanddependentontheleaderComparisonandEvaluationofTheories(2of2)EvaluationofTheoriesWhileconsiderableresearchhasbeendevotedinrecentyearstotheethicalleadershiptheoriesdescribedinthischapter,theyarestillatarelativeearlystageofdevelopment,andlikemostnewtheoriesthereissomeconceptualambiguity.GuidelinesforEthicalLeadership(1of4)WaysforLeaderstoPromoteEthicalPractices.Setclearstandardsforethicalconduct.Modelethicalbehaviorinyourownactions.Helppeoplefindfairandethicalwaystoresolveproblemsandconflicts.Opposeunethicalpracticesintheorganization.GuidelinesforEthicalLeadership(2of4)Table9.3GuidelinesforEthicalLeadershipSetclearstandardsofethicalconduct.Modelethicalbehaviorinyourownactions.Helppeoplefindfairandethicalwaystoresolveproblemsandconflicts.Opposeunethicalpracticesintheorganization.ImplementandsupportprogramstopromoteethicalbehaviorGuidelinesforEthicalLeadership(3of4)ProgramstoPromoteEthicalBehaviorManylargeorganizationshaveethicalprograms,andtheyofteninvolvebothanattempttostrengthenrelevantinternalvalues,andfeaturestoenforcecompliancewithethicalguidelinesandpolicies.Theuseofethicalprogramsinanorganizationisalsoinfluencedbyenvironmentalpressures,suchasmediaattentionforethicalfailuresandcorporatescandals.GuidelinesforEthicalLeadership(4of4)CulturalValues,Laws,andProfessionalStandardsEthicalleadershipisalsoinfluencedbyculturalvalues,socialnorms,legalrequirements,andprofessionalstandardsincountrieswhereanorganizationislocated.Itismucheasierformanagerstoopposeunethicalpracticeswhenthereisstrongandexplicitsupportforsuchoppositionandthestandardsforunacceptablebehaviorareclearratherthanambiguous.CopyrightThisworkisprotectedbyUnitedStatescopyrightlawsandisprovidedsolelyfortheuseofinstructorsinteachingtheircoursesandassessingstudentlearning.Disseminationorsaleofanypartofthiswor