Ethical Leadership
Question One
Essential behaviors in any excellent leadership include honesty, trust, and effectiveness. According to Yuki et al. (2013), the ethical perception of administration of any employee in an organization depends on the level of trust, effectiveness, and satisfaction with the management (Yuki, 2013). Thus, the feeling of trust and supervisor’s effectiveness is fundamental when describing the ethical leadership of a manager or a chief executive.
Question Two
The ethical leadership questionnaire contains fifteen descriptors of a supervisor. From the list, most of the descriptor is easily observable in a supervisor. However, item seven that states that “Can be trusted to carry out promises and commitment” can be challenging to see (Yuki, 2013). That attribute is more based on perceptions and subject to individual biases. Moreover, supervisors are also answerable institutional policies, and hence, may face a dilemma in executing tasks that are contrary to an institution’s goals and strategies (Hochstein, Zahn, & Bolander, 2017).
Question Three
There are various ways of analyzing ethical leadership in any organization. First, the organization can conduct ethical leadership survey using instruments such as the Ethical Leadership Scale (ELS) and Perceived Leader Integrity Scale. As a result, the firm can assess the critical domains in ethical leadership such as honesty, fairness, and effectiveness of a leader (Yuki, 2013). Secondly, questionnaires can be administered to several staffs and the leaders to help analyze the cognitive and personal trait of a leader. Interviewing the employees and the management helps in minimizing their biases, especially from the employees (Yuki, 2013).
They can also analyze aspects of emotional healing, organization stewardship and persuasive mapping that are a common feature in servant leadership (Hochstein, Zahn, & Bolander, 2017).
Question Four
The criteria used by the supervisor in handling disciplinary actions and task allocation skewed my assessment of ethical leadership. Mostly, the disciplinary cases were erratic, personalized, and aimed at victimizing staffs, especially those disgusted by her authoritarian leadership. Furthermore, task allocation favored “pet” employees. Hence, I have always internalized a negative perception of her that influences my view about ethical leadership.
References
Hochstein, B., Zahn, W., & Bolander, W. (2017). Do Salespeople Compete Ethically? Salespeople Say “Yes,” Customers Say “No”. In Creating Marketing Magic and Innovative Future Marketing Trends. Springer, Cham.
Yuki, G., Mahsud, R., Hassan, S., & Prussia, G. E. (2013). An improved measure of ethical leadership. Journal of Leadership & Organizational Studies, 2