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Analyse the concept of authentic leadership with reference to a moral and ethical theory of leadership and evaluate organisational practices that facilitate an ethical work environment.

Leadership

Leadership plays a vital task in generating worth, improvement and establishing approaches of administration and enactment of information. Also, leadership tends to impacts on the function of surrounding issues of how collaboration happens between employees in the know-how exchange, in the designation of intra and inter-organization duties as well as competence. Additionally, leadership is extensively seen as having a significant role in nurturing ethical conduct in an institute (Northouse,2018). There exist various theories and leadership classes which are grounded on some conventions about how front-runners ought to act and what is their part within the corporate. Based on this context, the subject on the establishment's governance style or leadership design embraced by the leader some actions and behaviors are prompted that either impact positively or negatively to the organization.  

Numerous high-profile corporate scandals have initiated to the rise of the conception of legitimate governance. According to Northouse, (2018) authentic leaders ought to act following low individual standards and principles to establish reliability and win respect and trust of fans. Authentic leadership is thus considered as the replication of the ethics and principles of both the leader and organization. Also, a valid application of authentic leadership exclusively depends on the ethics and benefits of the leader.

Additionally, this type of leadership should not be falsified and ought to be clear since a follower will detect via any misrepresentation and thus lose conviction and admiration for the leader. The focus of authentic leadership is a reinforcement of followers rather than an emphasis on failures and shortcomings an admirer provides to the leader and the corporation as a whole.

According to Eisenbeiss, Silken, and Felix (2014) authentic leadership is defined as a procedure which encompasses from both positive mental abilities and a highly developed corporate setting, that end in both greater self-discovery and self-controlled positive actions on the part of leaders and associates, nurturing positive self-development.

According to Allio (2012), authentic leadership encompasses four significant elements; self-awareness, relational transparency, balanced processing, and internalized moral perspective.

Self-awareness entails consideration of one's abilities such as strengths and weaknesses and the multi-faceted nature of self.

Balanced processing refers to a leader objectively investigating all applicable material before making any judgment that includes cheering the rest to inquiry and test individual's principles

Relational transparency entails being true to one's beliefs and articulating this to other people. Indeed it consists of the open partaking of evidence about an individual's thought and moods.

Authentic Leadership

Internalized moral perspective recalls to self-regulation which is established on internalized ethical standards in contrast to those imposed by an organization. In most instances, they are conveyed in ethical resolution making and moral behavior.

Formerly, the authentic leadership was known as a procedure which endorses constructive emotional capabilities and a highly advanced administrative framework, leading in greater self-awareness, self-regulation and positive behavior by frontrunners and acquaintances. However previously the authentic leadership is conceptualized as a leader's performance design that maintains and encourages positive psychological abilities and a favorable moral environment, to stimulate greater self-consciousness, an adopted ethical perception, balanced information processing and relational transparency in the workstation (Bedi, Alpaslan,& Green,2016). In the same way, it significant to accentuate that authentic leadership goes above the genuineness of the leader, covering the genuine relationship with fans and other shareholders. Indeed, the relations are characterized by orientation, clearness, openness, trust, and emphasis on a follower's development.

The above relations characteristics derived from the authentic leadership practice implies two significant features. First is the ultimate task of the genuine leader in the consistency of actions and inspiration over followers toward active, ethical and accountable conduct. Consequently, it the significance of an authentic leader in establishing a conducive surrounding grounded on conviction and honesty that supports the procedures of intellectual qualities. Authenticity leadership provides positive results via different possibilities due to the establishment of trust and respect between follower and leader. Consequently, this yields a positive exhibition which acts in the manner of leadership, followers' sense of enablement to make a principled decision as well formation of self-competency experienced within each person in the association.

Notably authentic leadership theory application is not only beneficial to leaders but corporate as a whole due to its form of apparent nature. Followers hold a sensation of trust and impartiality, which permits the supporter to offer contribution and response to the leader. The characteristic of authentic leadership has a positive impact in establishing an organizational culture grounded in principled ideals, producing a positive corporate setting founded on conviction and contribution. Consequently, it essential that the leadership points to commendable objectives and the expansion of followers and decisively which is established on legitimacy.

Authentic leaders are alleged to impact their supporters' well-being via various manners. First adherents' adopt leader's standards via means of relayed knowledge. Subsequent with his /her communicative enthusiasms righteousness and sincere attention his/her followers, the authentic leader can nurture a conducive setting where admirers can explain themselves freely. Finally, the authentic leader supports the progress of independence, encourages and motivates honest rapport between cliques and also creates evolving chances for them. In a like manner, the fulfillment of developmental opportunity is indispensable to an individual's well-being and essentially encouraged behavior (Northouse, 2018). Communication between genuine leaders and their supporters as well as other shareholders tend to be entirely open. Thus it permits distribution of serious info as well as sharing of perceptions and feelings of leaders, workers, and stakeholders. Besides leaders are categorized by being an embodiment of uprightness, truthfulness and high moral standards which generate a positive reputation.

Components of authentic leadership

Authentic leaders are intensely conscious of their manner of reasoning and performing, as well as the setting in which they control. Indeed they are professed to be in the know-how of the ethical perspective, understanding and other forces. Also, they are self-confident, expectant, hopeful resilient and high good charisma holders. Authentic leaders wish to assist others with their management and delegates duties to personnel to achieve a change in an organization instead of tormenting about power, money, and prestige for themselves. Furthermore, authentic leaders execute their actions by individual morals and principles that create sincerity and make them gain the admiration and confidence of followers. The key of a leader can stimulate transparent relations, decision making which leads to faith and commitment among followers. Also, there can be an establishment of approving structures for the establishment, distribution, and presentation of knowledge in establishments.

Evaluate organizational practices that facilitate an ethical work environment.

Ethics is a critical element of moral authority and has substantially probable to affect public trust in all forms of organization. In a like a manner, ethics is about behavior or doing the right thing when faced by a dilemma. Indeed ethical behavior of leaders has come to undertake universal significance with leaders being involved in high profile ethical indignities and integrity abuses (Johnson, 2018). Moral leadership has led to an array of beneficial results such as the amplified readiness of workers to utilize voice to progress their organization. Also, it has led to a superior member job gratification and sense of well-being as well as improved confidence in an institute leader both from employees and the public.

Generally, an establishment's morals are only as good as its leaders. Subsequently, to create a managerial culture which stimulates ethical conduct and personal accountability, leaders ought to serve as role models for others. As part of the obligation to the people and societies relations serve, authenticity leaders tend to develop principles of ethical conduct founded on intermediate values for members to adhere and aspire. Ethics are utilized by leaders as an individual guiding behavior to enable them to take responsibility for their action. (Eisenbeiss, 2012). Organizational ethics denotes to the burden of an institute to transact its business in a straightforward, reputable, and suitable manner. An organization's ethical climate is vital since it can advance workers morale, increase corporate commitment, and nurture an engaged and reserved workforce. Usually, corporate ethics are predominantly determined not by strategies and techniques but by the engagements of its leaders. Therefore, good leaders act as a classic of the ethics which they would like to see adhered entirely in the organization. For instance, if followers see a leader being dishonest in business dealings, then they will believe and get tempted to act in such a manner.

Authentic leaders

Moreover, to instill a strong ethical culture, a corporation's board of directors and administration ought to conform to the organization's rules. In a like manner, there is a need to create a clear boundary for threats and ethical business values which offers a structure for followers to make the accurate verdicts.

A conventional method for controlling demeanor is to come up with an ethics code, which is a written structure utilized by organizations to stipulate and then shape what is observed as suitable manner. The role of leaders is vital in drawing up of an ethics code. At a simple level, such as the private segment, it will fall to the jurisdiction of high-ranking executives who resolve if to present morals codes and what their procedure and content will entail. Leaders may know that the implementation of an ethics code can be useful in aggregating consciousness of ethical ideologies and a helpful administration tool in nurturing a moral climate within a business.

 Codes of ethical conduct can be categorized into three essential kinds. Inspirational –Idealistic laws of behavior which stipulate themes such as showing integrity in all matters as well as practice-wise decision making. Regulatory code of conducts forbids precisely outlined conduct. Indeed, it is designed to be utilized as a jurisprudential tool when disputes happen. It comprises more do and do not approach (Menzel, & Donald 2015). Finally, there are educational –oriented codes of conduct which provides doctrines for monitoring decision making and behavioral reactions into likely circumstances.

Codes of ethics, however, tend to experience numerous limitations.  The systems are taken to be insufficient to oversee manner without other standard procedures. Similarly, codes have been disapproved as being too theoretical and impracticable as well as preventing practical options. Furthermore, laws do not act except deduced and deciphered into activities by human agents.

Fair allocation of organizational resource and appropriate linking could also be utilized to establish organization ethics. Through the proper distribution of capital assets, information money people and time, then process managers can accomplish equity and fairness thus modeling ethical behavior. Subsequently, accountability and follow –up practices serve as a vital element in establishing upright values within an enterprise.

Ethical culture could also be instilled by the utilization of training which begins during workers’ placement to illustrate an organization's obligation to ethical conduct. Efficient exercise could also support staff members comprehend the significance of accepting accountability for their behavior. Additionally, practical training will ensure managerial leaders are very cautious regarding who joins their organization. Selecting individuals who share an organization's moral principles is paramount to establishing an ethical culture and long-term business success. Indeed, new employees ought to be socialized into the organization to advance ethical values. Authentic leaders need to often attend new employee orientations with the critical aim being to espouse on the organization's values.

Organizational practices that facilitate an ethical work environment

The formula entails bringing together virtuous values, aligned actions, and behavioral standards aimed at increasing the chances of ethical organization behavior

Setting an example is about the noticeable effects of leaders in how they act within the Institute thus working as a critical constituent of moral leadership.  Leaders conduct helps stimulate others to follow and support them. Indirect learning is also put to involvement when the authentic leader indorses as a role model in the manifestation of authentic behaviors, in providing the approach of acceptable and invigorated behaviors (Holmquist, 2018). For instances, leaders ought to refrain from making personal attacks which plays a central role in the moral worldview of some that support the positive links between carefulness and ethical leadership identification.

According to Beeri, Dayan, Vigoda-Gadot, & Werner (2013), moral leadership refers to a demonstration of normatively proper behavior via individual activities and interactive associations and advancement of such response to the fans through two-way communication, strengthening and resolution making. Ethical leaders are authentic and open-minded persons who utilize different methods of statement rewards and reprimand mechanism to impact followers' behavior. Indeed, the leaders affect good demeanor of their followers through reassuring ethical behavior.

Ethical leadership is made up of two major components; moral individual and moral company head. As an honest individual, ethical frontrunners exhibit impartiality, uprightness, and nurtures ethical consciousness while also being courteous of others. Equally, as a reliable administrator, ethical company heads entrust subordinately responsible for conforming to rules and conventions, establish decent prospects and make a decision in the best attention of staffs and organization (Derry, 2012). A primary dissimilarity between moral and authentic leaders is that ethical leaders utilize transactional means of leaders’ approach, unlike authentic leadership. In a like a manner, ethical leaders use penalty and prizes mechanism which is different from legitimate leadership tactic.

Conclusion

Overall, transformational power holders and frontrunners may not consistently be ethically possible when addressing the integral values of morality since ethics is not their principal emphasis. On the other hand, moral leadership precisely stresses principles and decency to make sure that ethical practices are implemented in the whole organization. On the whole, an authentic leader is one who advances the conviction and admiration of his or her followers via morals, ethics, and characters shown in areas of action and communication.

References

Allio, R. J. (2012). Leaders and leadership–many theories, but what advice is reliable? Strategy & Leadership, 41(1), 4-14.

Bedi, A., Alpaslan, C. M., & Green, S. (2016). A meta-analytic review of ethical leadership outcomes and moderators. Journal of Business Ethics, 139(3), 517-536.

Beeri, I., Dayan, R., Vigoda-Gadot, E., & Werner, S. B. (2013). Advancing ethics in public organizations: The impact of an ethics program on employees’ perceptions and behaviors in a regional council. Journal of Business Ethics, 112(1), 59-78.

Derry, C. L. (2012). Ethics and leadership. Journal of Leadership, Accountability and Ethics, 9(6), 66-71.

Eisenbeiss, S. A. (2012). Re-thinking ethical leadership: An interdisciplinary integrative approach. The Leadership Quarterly, 23(5), 791-808.

Eisenbeiss, Silken Astrid, and Felix Brodbeck. (2014). Ethical and Unethical Leadership: A Cross?Cultural and Cross?Sectoral Analysis. Journal of Business Ethics 122(2): 343–59.

Holmquist, D. (2018). Authentic Leadership Theory. Theology of Leadership Journal, 1(1), 88-97.

Johnson, C. E. (2018). Organizational ethics: A practical approach. Sage Publications.

Menzel, Donald C. 2015. Research on Ethics and Integrity in Public Administration: Moving Forward, Looking Back. Public Integrity 17(4): 343–70

Northouse, P. G. (2018). Leadership: Theory and practice. Sage publications.

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