Understanding Leading, Leader–Follower Relations, and Ethical Leadership in Organizations

Flora F. T. Chiang and Thomas A. Birtch
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Flora F. T. Chiang: Hong Kong Baptist University
Thomas A. Birtch: Cambridge University

Chapter 11 in Relationships in Organizations, 2013, pp 239-267 from Palgrave Macmillan

Abstract: Abstract Leaders hold the power lo influence followers within and beyond organizational boundaries. Leaders, whether leading from spiritual, authentic, or servant models, can motivate individuals and teams in a desired direction; cultivate constructive interpersonal relations; promote higher standards of conduct and performance; create a caring and supportive organizational culture; and encourage a range of other positive employee and organizational outcomes. They can also inspire employees lo volunteer and take part in community outreach initiatives and other forms of civic and social responsibility. However, as the popular business press and scholars in the fields of work psychology, organizational behavior, and interpersonal relations all too often remind us, such influence is not necessarily always positive. Abusive, despotic, and toxic behaviors, misconduct, and other ethical failings of leaders may not only be detrimental to the well-being, behaviors, and performance of followers but may also adversely impact other members of an organization, customers, suppliers, and the broader society in general. For these reasons, scholars and practitioners alike have been attempting to better understand how leader-follower relations might be improved and the role that ethical leadership can play in helping to mitigate deviant and counterproductive behaviors in the workplace.

Keywords: Business Ethic; Ethical Behavior; Ethical Leadership; Organizational Citizenship Behavior; Affective Commitment (search for similar items in EconPapers)
Date: 2013
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Persistent link: https://EconPapers.repec.org/RePEc:pal:palchp:978-1-137-28064-0_11

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DOI: 10.1057/9781137280640_11

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