This chapter discusses ethical, servant, spiritual, and authentic leadership. It aims to help readers understand different conceptions of ethical leadership, the difficulties in defining and assessing it, and the individual and situational influences. The chapter also examines theories of transforming, servant, spiritual, and authentic leadership, and the consequences of ethical leadership for followers and organizations. Finally, it explores ways to promote ethical behavior and oppose unethical practices.

1. Ethical, Servant, Spiritual, and
Authentic Leadership
13-1Copyright© 2013 Pearson Education Inc. publishing as Prentice Hall Leadership in Organizations

2. After studying this chapter, you should be
able to:
 Understand different conceptions of ethical
leadership.
 Understand the difficulties in defining and
assessing ethical leadership.
 Understand the individual and situational
influences on ethical leadership.
Copyright© 2013 Pearson Education Inc. publishing as Prentice Hall Leadership in Organizations 13-2

3.  Understand theories of transforming, servant,
spiritual, and authentic leadership.
 Understand the consequences of ethical
leadership for followers and the organization.
 Understand ways to promote ethical behavior
and oppose unethical practices.
Copyright© 2013 Pearson Education Inc. publishing as Prentice Hall Leadership in Organizations 13-3

4. Copyright© 2013 Pearson Education Inc. publishing as Prentice Hall Leadership in Organizations 13-4
Understand different conceptions
of ethical leadership

5.  Honest
 Altruistic
 Trustworthy
 Fair
 Personal Integrity
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6.  There is considerable disagreement about the
appropriate way to define and assess ethical
leadership
 There is no ethically neutral ground for
theories of leadership, because they always
involve values and implicit assumptions about
proper forms of influence
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7. Copyright© 2013 Pearson Education Inc. publishing as Prentice Hall Leadership in Organizations 13-7
Understand the difficulties in
defining and assessing ethical
leadership

8.  Defined in different ways
 Different criteria used
 Judgments need to be made
Copyright© 2013 Pearson Education Inc. publishing as Prentice Hall Leadership in Organizations 13-8

9.  Definitions include values, traits, and
behaviors
 Descriptions include behavior and motives
 Descriptions include attempts to influence the
ethical behavior of others
 Judgments about ethical leadership vary
somewhat across cultures
 Definitions include the concept of personal
integrity
Copyright© 2013 Pearson Education Inc. publishing as Prentice Hall Leadership in Organizations 13-9

10.  Influencing expectations
 Influencing values and beliefs
 Multiple stakeholders and competing values
Copyright© 2013 Pearson Education Inc. publishing as Prentice Hall. Leadership in Organizations 13-10

11. Copyright© 2013 Pearson Education Inc. publishing as Prentice Hall. Leadership in Organizations 13-11
Understand the individual and
situational influences on ethical
leadership

12.  Stages of moral development
 Self-identify theory
 Values involving the consequences of behavior
and the observance of formal rules, policies,
laws, or traditional practices
 Personality traits and needs
Copyright© 2013 Pearson Education Inc. publishing as Prentice Hall. Leadership in Organizations 13-12

13.  Organizational culture and reward system
 Community or national cultural values &
beliefs
 Follower characteristics
 Toxic or abusive leaders
Copyright© 2013 Pearson Education Inc. publishing as Prentice Hall. Leadership in Organizations 13-13

14. Copyright© 2013 Pearson Education Inc. publishing as Prentice Hall. Leadership in Organizations 13-14
Understand theories of
transforming, servant, spiritual,
and authentic leadership

15.  Transformational
 Servant
 Authentic
 Spiritual
Copyright© 2013 Pearson Education Inc. publishing as Prentice Hall. Leadership in Organizations 13-15

16. Copyright© 2013 Pearson Education Inc. publishing as Prentice Hall. Leadership in Organizations 13-16
Understand the consequences of
ethical leadership for followers
and the organization

17.  Follower values
 Ethical behavior
 Follower self-awareness
 Feelings of spiritual fulfillment
 Employee trust
 Employee commitment
 In some cases, improve financial performance
Copyright© 2013 Pearson Education Inc. publishing as Prentice Hall. Leadership in Organizations 13-17

18. Copyright© 2013 Pearson Education Inc. publishing as Prentice Hall. Leadership in Organizations 13-18
Understand ways to promote
ethical behavior and oppose
unethical practices

19.  Set clear standards
 Model ethical behavior
 Find ethical ways to resolve problems
 Oppose unethical practices
 Develop programs to promote ethical behavior
 Cultural values, laws, and ethical standards
Copyright© 2013 Pearson Education Inc. publishing as Prentice Hall. Leadership in Organizations 13-19