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In social exchange theory the effect of ethical leadership on followers is explained by transactional exchanges between the leader and their followers. The leader's fairness and caring for followers activates a reciprocatory process, in which the followers act in the same manner towards the leader.
Authentic leadership, while having no formal or unequivocal definition, is a growing field in academic research. [1] The idea has also been embraced by leaders and leadership coaches, who view it as an alternative to leaders who emphasize profit and share price over people and ethics.
Narcissistic leadership – Leadership style; Nicomachean Ethics – Aristotle's theory of virtue ethics grounded in natural philosophy and human teleology; Professional development – Learning to earn or maintain professional credentials; Realistic Job Preview
Servant leadership represents a model of leadership that is both inspirational and contains moral safeguards, and in their paper, Mulyadi Robin and Sen Sendjaya proposes that servant leadership serves as a holistic paradigm for leadership as not only is it transformative and ethical, but also engages followers in workplace spirituality. [17]
Equanimity is a state of psychological stability and composure which is undisturbed by the experience of or exposure to emotions, pain, or other phenomena that may cause others to lose the balance of their mind. The virtue and value of equanimity is extolled and advocated by a number of major religions and ancient philosophies.
In reviewing the older leadership theories, Scouller highlighted certain limitations in relation to the development of a leader's skill and effectiveness: [3] Trait theory: As Stogdill (1948) [4] and Buchanan & Huczynski (1997) had previously pointed out, this approach has failed to develop a universally agreed list of leadership qualities and "successful leaders seem to defy classification ...
The responsibilities include leadership in ethics, delegating, and communicating as well as motivating the company's ethical position to its employees. [ 14 ] Some corporations have tried to burnish their ethical image by creating whistle-blower protections, such as anonymity.
A second edition was produced in 1906, and a third in 1932. In the essay, Osler advocates two qualities "imperturbability" and "equanimity", which he defined as "coolness and presence of mind under all circumstances". [1] Between 1932 and 1953, Eli Lilly & Company distributed more than 150,000 copies of the third edition to medical graduates.