Prosocial Leaders are motivated by and respond to empathy, and without regard to punishment, or reward, act to bring about the welfare of followers and those they are committed to serve.

1. Timothy Ewest

2.  This PowerPoint presentation
gives a brief overview of the
Prosocial Leadership
Development Process as outlined
by Ewest (2017) in the book,
 Prosocial Leadership:
Understanding the Development of
Prosocial Behavior within Leaders
and their Organizational Settings
 More information can be found
at:
www.prosocialleadership.com
publishedbyPalgraveMacmillan

3.  What is in this presentation?
 A brief definition of Prosocial Leadership.
 A brief understanding of its prosocial foundations.
 An explanation of the Prosocial Leadership Development Process
stages.
 What is missing in this presentation but in the book? (A lot).
 An overview of the need for Prosocial Leadership.
 An explanation of the connection or lack of connection between ethics
and leadership.
 An explanation of prosocial value’s connection to leadership.
 The development process for established Prosocial Organizational
Leaders is not discussed.
 And the list goes on and on . . .
 Consider this a gentle introduction.

4. Ethics connection to leadership may be desired, but its
connection is problematic.
First, no leadership theory is built directly from and within the
framework of classical ethical theories.
Second, leaderships apparent connection to ethics depends
upon the normative ethical Action category. Wherein, ethical
behavior is defined against an ethical principle and leaders are
simply instructed to do the right behavior that illustrates the
ethical principle.
 The expectation is that leaders can be told what is ethically expected
them and then they can go and do the ethically right thing. This
disregards leadershipo development and antecedents.

5.  Finally, consider what I regard to be Utility Leaders
who believe duty to ethical rules is the goal of good
leadership.
 Utility leadership occurs when leaders do the right ethical
behavior, that is, they follow the right and ethically accepted
rules.
 But, doing the right thing is external to the leader, and the ultimate benefit
of others is not an internal motivating force that drives the leader.
(Continued)

6. “ . . . motivated by and responds to
empathy, and without regard to
punishment, or reward, act to bring
about the welfare of followers and
those they are committed to serving.”

7. What motivates individuals to act selflessly?
1. First they may abate or ignore the concern.
2. Or they can help the other person as a means to
gain a reward, or to avoid punishment, but when
they act to gain reward or avoid punishment they are
selfishly using the other for to get the reward or
avoid being punished.
3. But, when a leader does not abate their concern, nor
worry about getting a reward, nor fears punishment -
they are acting altruistically. ​

9.  While most established leadership theories are missing a
developmental process; most leadership theories do contain
ethics as a component of their leadership theory.
 Classical ethical leadership theories have connections to two
prosocial leadership values, empathy and altruism.
 Therefore, the Prosocial Leadership Development Process can
be appended to any ethical leadership theory which has as an
objective prosocial or others directed behavior.

10. Table 3.3
Ethical Leadership Theories Connection to Prosocial Values
Leadership Theory Ways they incorporate empathy or altruism
Transformational
Leadership
“Transformational leaders, empower, listen and help
communities to become self-sustaining (p. 37).
Authentic Leadership “Service before self; mission and the organization supersede
self-interest” (George, 2003, p.12).
Social Change “Understanding perspectives other that your own are crucial
components to participating in community” (Komives, &
Wagner, 2012, p. 165).
Ethical Leadership “Treating others fairly, honestly and considerately so followers
want to emulate others” (Brown, et al, 2005, p.119).
Servant Leadership “Make sure that others people’s highest priority needs are being
served” (Greenleaf, 1997, p.7).
Spiritual Leadership “Altruistic love is a sense of wholeness, harmony and well-
being produced through care, concern, and appreciation for
both self and others” (Fry, 2003, p.117).

11. This presentation focuses on the
four stages (depicted in the
graphic) and does not address
the specific steps in each stage,
nor does it address the two
foundational elements of
Projected Representative and
Integration.
Integration is a form of cognitive appraisal and rational moral reasoning
which was instigated by the developing leaders’ need to respond to their
empathy, but also the primary function or means to compare goals based
on empathy, with the projected representative (higher self) to ensure they
were consistent
The Projected Representative is the forming identity of idealized
self, or the prosocial leader they wanted to become.

13.  The prosocial leader development process is initiated when you
find empathy displayed in reference to their own past
experiences.
 The individual associates their empathetic past experiences they
have identified and then they project this desired identity onto a
person, community, social expectation, or desired behavior.
 The outcome is a set of personal developmental goals.

14.  In stage two the nascent prosocial leader begins to form
concrete ideas (ideals) as to how their leadership will look
based on the community to which they are committed. Every
prosocial action is carried out in a community.
 During this stage of prosocial leadership development there are
also associated references to leaders recognizing the challenge
or disruption presented to them by serving unfamiliar groups
which involve or diversity experiences. There can also be a
challenge by engaging within a familiar group, where they have
to assume a new role.
 They begin to have goals change to be more inclusive of the
group.

15.  Stage three is when the developing prosocial leader must
commit to serve others and are driven by empathetic concern,
but to act requires moral courage since action must occur within
an actual lived experience. The developing prosocial leader
must now find the courage to act despite feeling threatened
by the unfamiliar.
 However, goals change and become both personal and
intrapersonal.

16.  In the final stage, stage four, the developing prosocial leader
reflects on the impacts their actions have had on others, as a
means to determine if their behaviors were indeed prosocial.
They do this by comparing their actions to their projected
representative.
 And, if the actions agree with the projected representative, the
actions can be internalized because they have developed or
are developing their idealized self which results in personal
satisfaction or interpersonal integrity.
 The result, they set future goals to develop personally.

17. Timothy Ewest

18. See . . .
http://www.theprosocialleader.com/research-from-the-field.html
And
http://www.theprosocialleader.com/timothy-ewest-research.html