Documente Academic
Documente Profesional
Documente Cultură
2101726433 / LC21
GSLC 1 (25 Maret 2019)
Attachment-1
Transformational Behaviors
Idealized influence
Individualized consideration
Inspirational motivation
Intellectual stimulation
Transactional Behaviors
Contingent reward
Active management by exception
Passive management by exception
And the differences and similarities between these types of leadership. Differences: Under
transformational leadership, “leaders encourage their followers to be more innovative and
creative”, (p.171). “Bernard Bass considers charisma to be part of transformational
leadership but argues that transformational leadership is broader than charisma, suggesting
that charisma is, by itself, insufficient to account for the transformational process,” (p. 173).
Similarities: Mr. House reportedly considers both charismatic and transformational
leadership as being similar with “modest and minor differences. Studies show that a leader
who scores high on transformational leadership is also likely to score high on charisma,”
(p.173). It appears that both of these forms of leadership can be learned.
7. What new insights are provided by theories of transformational and charismatic
leadership?
= The nature of highly effective leadership practice
Unethical Leadership
To satisfy personal needs and career objectives
Favors the stakeholders who provide the most benefits
Does what is expedient to attain personal objectives
Discourages and suppresses and criticism and dissent
Uses deception and distortion to bias follower perceptions about problems and progress
3. Can unethical behavior occur for a leader who has proper values and intentions?
= Yes, an unethical behavior can occur for a leader who has proper values and intentions. If
we see leader’s cognitive abilities gets impacted by what action he perceives. And it can occur
when the employer making it psychologically unsafe to speak up, applying excessive pressure
to reach unrealistic performance targets, and not making ethical behavior and integrity a routine
conversation.
Servant leadership
-Service to followers is the primary responsibility of leaders
-Servant leaders attend to the needs of followers by nurturing, defending, and
empowering them
-Servant leaders may oppose the best interests of the organization as a whole
-importance for leaders to oppose social injustice and inequality
Authentic Leadership are individuals who are deeply aware of how they think and
behave and are perceived by others as being aware of their own and others’ values.
-Emphasizes the importance of the consistency in leader's words and actions
Positive core values: altruism, kindness, fairness, accountability, and optimism
Leader self awareness: emotionally mature, and know who they are and what they
believe
Behavior: do not seek leadership positions to gratify a need for esteem, status and
power, but rather to express and enact their values and beliefs
Spiritual Leadership is comprised of the values, attitudes, and behaviors that are
necessary to intrinsically motivate one’s self and others so that they have a sense of
spiritual survival through calling membership. Transformational, Authentic, Spiritual
Leaderships.
-Leaders who increase the sense of spiritual meaning in the work
Transcendence: Development of a sense of "calling" where the work has meaning
and value beyond any economic benefits of the job
Fellowship: Development of meaningful connections with others that bring joy and
wholeness
7. What can be done to increase ethical behavior and decrease unethical practices?
Increase ethical behavior
o Set clear standards of ethical conduct
o Model ethical behavior in your own actions
o Help people find fair and ethical ways to resolve problems and conflicts
o Oppose unethical practices in the organization
o Implement and support programs to promote ethical behavior