By Linda L. Neider, Chester A. Schriesheim
A quantity in examine in administration (Sponsored by means of the Southern administration organization) sequence Editors Linda L. Neider and Chester A. Schriesheim college of Miami the newest quantity within the learn in administration sequence, co-edited via Linda L. Neider and Chester A. Schrieshiem, stories on "Advances in genuine and moral Leadership." The 8 insightful chapters are contributed via nationwide and overseas students spanning the fields of management, organizational habit, and study technique. one of the components mentioned and associated with genuine and/or moral management are mindfulness, selection making, the function of personality, antecedents, substitutes for management, mental capital, and a a number of the "dark aspect" features linked to authenticity. Advances in actual and moral management is a ebook that are supposed to be bought through a person at the moment or an individual contemplating doing examine within the region.
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Additional resources for Advances in Authentic and Ethical Leadership
2007). This suggests that within a particular context, the extent to which followers perceive a leader as being consistent in word and deed will affect the leader’s level of influence. However, when placed within a completely different context, followers may fully expect their leaders to act differently and in accordance with situational norms. Thus, from a follower standpoint, having a clear understanding of how one’s leader is likely to respond to situations (whether considered good or bad by the follower) helps to reduce the cognitive and sense-making burden that often accompanies ambiguous situations and instills confidence in followers’ ability to predict the leader’s intentions 36 J.
Podsakoff, Mackenzie, Moorman, & Fetter, 1990; Rafferty & Griffin, 2004). Besides these three areas of conceptual synergy, there are also possible interactive or combinative properties of these two constructs that have not been adequately investigated. Avolio, Gardner, Walumbwa, Luthans, and May (2004) explicitly describe authentic leadership as being a “root construct” that they propose operates along with and enhances the effectiveness of other leadership behaviors. For example, a leader can enact an ethical leadership behavior, such as emphasizing the organization’s values and ethical code.
Journal of Leadership & Organizational Studies, 18(4), 438–448. , & Luthans, F. (2005). A positive organizational behavior approach to ethical performance. In R. A. Giacalone, C. L. Jurkiewicz, & C. 1–22). Charlotte, NC: Information Age. Youssef, C. , & Luthans, F. (2012). Journal of World Business, 47(4), 539–547. CHAPTER 2 DEVELOPING LEADERSHIP CAPACITY An Integration and Exploration of Ethical and Authentic Leadership Antecedents John J. Sumanth Wake Forest University Sean T. Hannah Wake Forest University ABSTRACT As scholarly and practitioner interest in authentic and ethical leadership has grown in recent years, researchers have sought to better understand what shapes, motivates, and provides leaders with the capacity to act in an ethical and/or authentic manner.