Presentation is loading. Please wait.

Presentation is loading. Please wait.

Copyright © 2010 Pearson Education, Inc. Leadership in Organizations publishing as Prentice Hall 13-1 Chapter 13 Ethical, Servant, Spiritual, and Authentic.

Similar presentations


Presentation on theme: "Copyright © 2010 Pearson Education, Inc. Leadership in Organizations publishing as Prentice Hall 13-1 Chapter 13 Ethical, Servant, Spiritual, and Authentic."— Presentation transcript:

1 Copyright © 2010 Pearson Education, Inc. Leadership in Organizations publishing as Prentice Hall 13-1 Chapter 13 Ethical, Servant, Spiritual, and Authentic Leadership

2 Copyright © 2010 Pearson Education, Inc. Leadership in Organizations publishing as Prentice Hall 13-2 Learning Objectives Understand different conceptions of ethical leadership. Understand the difficulties in defining and assessing ethical leadership. Understand the individual and situational influences on ethical leadership. Understand servant, spiritual, and authentic leadership theory.

3 Copyright © 2010 Pearson Education, Inc. Leadership in Organizations publishing as Prentice Hall 13-3 Learning Objectives (Cont.) Understand the consequences of ethical leadership for followers and the organization. Understand limitations of the ethical leadership theories. Understand what types of research on ethical leadership are desirable. Understand some ways to promote ethical behavior and oppose unethical practices.

4 Copyright © 2010 Pearson Education, Inc. Leadership in Organizations publishing as Prentice Hall 13-4 Conceptions of Ethical Leadership Defining Ethical Leadership Defined in different ways Different criteria used Judgments need to be made Personal Integrity and Ethical Leadership Consistency between espoused and actual behaviors Behavior consistent with a set of justifiable moral principles

5 Copyright © 2010 Pearson Education, Inc. Leadership in Organizations publishing as Prentice Hall 13-5 Dilemmas in Assessing Ethical Leadership Influencing Expectations Influencing Values and Beliefs Multiple Stakeholders and Competing Values

6 Copyright © 2010 Pearson Education, Inc. Leadership in Organizations publishing as Prentice Hall 13-6 Determinants and Consequences of Ethical Leadership Individual Determinants of Ethical Leadership Situational Influences on Ethical Leadership Consequences of Ethical and Unethical Leadership Improving Research on Ethical Leadership

7 Copyright © 2010 Pearson Education, Inc. Leadership in Organizations publishing as Prentice Hall 13-7 Transforming Leadership and Adaptive Problem Solving Transforming Leadership – Primary leadership role or function is to increase awareness about ethical issues Adaptive Problem Solving – Primary role of leaders is to help followers confront conflict and find productive ways to deal with it

8 Copyright © 2010 Pearson Education, Inc. Leadership in Organizations publishing as Prentice Hall 13-8 Servant Leadership “ Helping others to accomplish shared objectives by facilitating individual development, empowerment, and collective work that is consistent with the health and long-term welfare of followers.”

9 Copyright © 2010 Pearson Education, Inc. Leadership in Organizations publishing as Prentice Hall 13-9 Conceptions of Servant Leadership Integrity Altruism Humility Empathy and Healing Personal Growth Fairness and Justice Empowerment

10 Copyright © 2010 Pearson Education, Inc. Leadership in Organizations publishing as Prentice Hall Servant Leadership (Cont.) Effects of Servant Leadership Research on Servant Leadership Limitations of the Theory

11 Copyright © 2010 Pearson Education, Inc. Leadership in Organizations publishing as Prentice Hall Spiritual Leadership “ Describes how leaders can enhance the intrinsic motivation of followers by creating conditions that increase their sense of spiritual meaning in the work.”

12 Copyright © 2010 Pearson Education, Inc. Leadership in Organizations publishing as Prentice Hall Spiritual Leadership (Cont.) Conceptions of Spiritual Leadership Research on Spiritual Leadership Limitations of the Theory

13 Copyright © 2010 Pearson Education, Inc. Leadership in Organizations publishing as Prentice Hall Authentic Leadership Conceptions of Authentic Leadership Effects of Authentic Leadership on Followers Research on Authentic Leadership Developing Authentic Leaders Limitations of the Theory

14 Copyright © 2010 Pearson Education, Inc. Leadership in Organizations publishing as Prentice Hall Comparison and Evaluation of Theories Servant, Spiritual, and Authentic Leadership Comparison to Transformational and Charismatic Leadership Summary Evaluation of the Theories

15 Copyright © 2010 Pearson Education, Inc. Leadership in Organizations publishing as Prentice Hall 13-15

16 Copyright © 2010 Pearson Education, Inc. Leadership in Organizations publishing as Prentice Hall Increasing Ethical Leadership Influence of Leaders on Ethical Behavior Organizational Programs to Promote Ethical Behavior Cultural Values, Laws, and Professional Standards

17 Copyright © 2010 Pearson Education, Inc. Leadership in Organizations publishing as Prentice Hall 13-17

18 Copyright © 2010 Pearson Education, Inc. Leadership in Organizations publishing as Prentice Hall All rights reserved. No part of this publication may be reproduced, stored in a retrieval system, or transmitted, in any form or by any means, electronic, mechanical, photocopying, recording, or otherwise, without the prior written permission of the publisher. Printed in the United States of America. Copyright © 2010 Pearson Education, Inc. publishing as Prentice Hall


Download ppt "Copyright © 2010 Pearson Education, Inc. Leadership in Organizations publishing as Prentice Hall 13-1 Chapter 13 Ethical, Servant, Spiritual, and Authentic."

Similar presentations


Ads by Google