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Learner: George Fest
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Dr. Duane Benton
Faculty Use Only
George S. Fest
Ethical Leadership OL7005-8
10 July 2013
The concept regarding transformational leadership is that transformational leaders are capable of motivating and transforming their organization’s employees to perform in manners significantly greater than prior to the transformational leader’s tenure. This also links the idea of authenticity and morality together, emphasizing the role authenticity and morality play in the transformation process. Bass and Steidlmeier (1999) further suggest that the authentic leader is genuine in his actions; based on deeply held personal moral and ethical convictions and acts in such a way as being guided by his inner morality, or moral compass. He contrasts the idea of the authentic transformational leader with the pseudo-transformational leader, whose moral character is found wanting. Such a leader only acts or behaves in a manner as holding certain moral convictions, when in reality, he does not. He pretends at being ethically and morally driven, because he wants to appear as such, and believes that by acting in such a way, that he will achieve some of the benefits attributable to the authentic transformational leader. Many leaders traverse a fine line of moral and ethical contentiousness. There is a type of leader whose efforts to illuminate their positive, moral and ethical attributes and to make such ethically motivated appeals to their subordinates, as to sustain their enthusiasm and willingness, yet they may in turn be quite calculating and devious. This type of leader may suppress the release of certain intelligence, or release such intelligence in a manner and time fit for his choosing. This leader feels confident, where such release will have the most personal beneficial effect for himself. He will withhold the release of information. He may act in a manner exuding confidence, yet inwardly is unsure of his actions. This type of leader may make bold instructions to others, yet inwardly is unsure as to whether or not his instructions are correct or accurate. He may start up a project, which he is personally opposed to, yet professionally is in earnest accord; still he may strive to throw up too many barriers which delay the execution of such a project. He will in fact take such action as to delay, or even, to ensure such a project is never implemented, yet outwardly expressing nothing but agreement and excitement for the projects future potential. Such leaders will publicly support but privately oppose concepts and ideals. These leaders will openly compromise but privately divert resources and the implementation of such a compromise (Martin &...
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