(3) control where change is welcomed as an

(3) Showing genuine concern and respect for others. (4) Continuously investing in the development of themselves and others. (5) Developing a culture of collaboration rather than command and control where change is welcomed as an opportunity rather than a threat. (6) Recognizing that leadership needs to be demonstrated at times by everyone in the organization. Authentic transformational leadership builds genuine trust between leaders and followers. (7) “Without the continuous commitment, enforcement and modeling of leadership, standards of business ethics cannot and will not be achieved in organizations badly led businesses wind up doing unethical things. (8) Transformational leaders concentrate on terminal values such as integrity and fairness. They see the responsibility for their organization’s development and impact on society.

(9) They increase the awareness of what is right, good, important, and beautiful, when they help to elevate followers’ needs for achievement and self-actualization, when they foster in followers higher moral maturity, and when they move followers to go beyond their self-interests for the good of their group, organization, or society. (10) The truly transformational leader who is seeking the greatest good for the greatest number and is concerned about doing what is right and honest is likely to avoid stretching the truth or going beyond the evidence for he/she wants to set an example to followers about the value of valid and accurate communication in followers. (11) There is a moral justification for the transformational leader’s efforts to achieve value-congruence between the leader and the led. When it is achieved, both are more satisfied emotionally.

(Meglino, Ravlin and Adkins, 1989). Much of this congruence results in leaders being seen by followers as more considerate, competent, and successful (Weiss, 1978) and followers are more satisfied with their jobs. (12) Leadership and followership in transformistic organizations are predicated less on positional authority and more on interdependent work relationships centred on common purposes. (13) Kelley (1995) indicates that leadership and followership are equal but different activities often played by the same people at different times. Individuals who assume leadership roles have sound visioning, interpersonal and organizational skills, and the desire and willingness to lead. Effective followers are distinguished by their capacity for self-management, strong commitment and courage.

(14) When organizational participants are empowered to act as effective leaders and followers based on core values and a unifying purpose, the potential for unprecedented advances and exceptional outcomes are greatly enhanced. (15) Transforming leadership is elevating. It is moral but not moralistic. Leaders engage with followers, but from higher levels of morality; in the enmeshing of goals and values both leaders and followers are raised to more principled levels of judgment.

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