The problem to be investigated is how the correlation between trustworthiness, leadership and ethical stewardship influences organizational members to trust their leaders, thus operating a successful organization. In order to understand how these three elements merge in order to create a culture of trust within the organization, we must investigate each of the three elements and understand what an organization is. Organization
People working together in a structured environment who strive to achieve a common goal or objective is an organization. Some organizations are businesses which exist to market goods and/or services in order to generate profits. Others are non-profit in nature, such as community youth sports leagues, community service groups like shelters and food banks and churches which exist to serve the spiritual needs of society. Regardless of their purpose, all organizations share one attribute; they must be run by effective people who can instill the organization’s core values/cultures and motivate others to passionately work to achieve the organizations goals, effectively and efficiently. In other words, they require leadership. Leadership
Leadership is defined by individuals differently. Regardless of the definition, leadership has the same final outcome. This writer’s definition of leadership is: the art of influencing others to accomplish the task, job or goal at hand with available resources, employees, time and money. Basic leadership traits within resource utilization focus on job-centered leadership necessary in acquiring resources, directing subordinates with clear roles and goals, and enforcing standards (Caldwell, Hayes & Long, 2010). Barrett (2011) states:
Traditional theories of leadership focus on the traits of leaders (personality, charisma, referent power), the process by which individuals become leaders (the tasks, the people and the situation), or the interactions individuals have with others that create their leadership status. (p. 4) A leader must be ethical and have integrity. Ethics is doing what is morally and legally correct and just, even when nobody is watching. A leader must have ethics and integrity in order to be trusted by his followers and be seen in a positive light and trusted by those outside the organization. The most effective leaders are those who do not strive to build their own reputations , but strive to create the persona they are team players and are committed to the organization’s success (Caldwell, Hayes & Long, 2010). Leaders develop systems and messages conveying the organization’s values and cultures. Collins (2005) rates leaders on a scale of 1-5 with 5 being the highest rating. “The Level 5 leader sits on top of a hierarchy of capabilities and is, according to our research, a necessary requirement for transforming an organization from good to great” (Collins, p.70). Level 5 leaders are much better at transforming organizations than level 1-4 leaders, but being a level 5 leader is not the only level to be successful. Managers vs Leaders
The difference between managers and leaders is a difference that must be discussed. Often leadership and management are used interchangeably. Whenever they are used interchangeably, it is incorrect. Managers and Leaders are different and have vastly different descriptions.
One key characteristic of a manager is their authority is acquired through the nature of their job. The manager ensures work is accomplished timely and efficiently, focuses on everyday tasks, and manages the activities of their subordinates. They focus on tactical activities and are very often more directive and controlling in their dealings with subordinates.
A leader is an original, who inspires trust and focuses on his people. The leader challenges the status quo, investigates reality, has a long range perspective and has his eye on the horizon. The leader is his own person and does the right...
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Bennis, W., & Goldsmith, J. (2003). Learning to lead.New York: Basic Books.
Caldwell, C., Hayes, L., Bernal, P., & Karri, R. (2008). Ethical stewardship – Implications for leadership and trust. Journal of Business Ethics, 78(1/2), 153-164. doi:10.1007/s10551-006-9320-1
Caldwell, C., Hayes, L., & Long, D. (2010). Leadership, trustworthiness, and ethical stewardship. Journal of Business Ethics, 96(4), 497-512. doi:10.1007/s10551-010-0489-y
Caldwell, C., Truong, D., Linh, P., & Tuan, A. (2010). Strategic human resource management as ethical stewardship. Journal of Business Ethics, 98: 171-182. doi: 10.1007/s10551-010-0541-y
Collins, J. (2005). Level 5 leadership. Harvard Business review, 83(7), 136-143. Retrieved from www.hbr.org
Greenleaf, R. (1970). The servant as leader. Westfield, IN: The Greenleaf Center for Servant Leadership.
Maslow A. (1943). A theory of human motivation, Psychological Review, 50(4) :370-96.
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