Post 1 Leaders Can Take On Many Forms And Exhibit Innumerabl

Post 1leaders Can Take On Many Forms And Exhibit Innumerable Traits

Post 1leaders Can Take On Many Forms And Exhibit Innumerable Traits

Post #1 Leaders can take on many forms, and exhibit innumerable traits and characteristics, implementing directives, and facing complex challenges that often influence and “determine the ethical direction of an organization†(Johnson, 2016, p. 487). Moreover, “there can be no leaders without followers,†who function as a catalyst of success for leaders, by maintaining “the status quo or to work for change, to obey commands or to object, to draw attention to wrongdoing or to keep silent†(Johnson, 2016, p. 487). Unfortunately, there are leaders who exemplify toxic leadership traits by engaging in destructive behaviors and displaying dysfunctional personal qualities; however, that does not mean that a follower will engage or exhibit the same toxic traits.

Utilizing research conducted by Professor Jean Lipman-Blumen, Johnson (2016) outlines five strategies to keep followers from becoming dependent on toxic leaders. Johnson (2016) writes that followers must “One, recognize that anxiety is a fact of life. Two, learn to act independently-develop the leader within. Three, demand leaders who tell the truth, no matter how unpleasant the truth may be. Four, beware of leaders with grandiose visions who divide the world into us versus them. Five, don’t let a few individuals self-select for top positions†(p. 502). As leaders and followers, authenticity occurs when you are your true self, which can motivate and enact positive work satisfaction in a follower, thus providing a guiding framework to improving leadership and workplace performance. Additionally, followers in particular, must be diligent in promoting and practicing authentic behavior because “they need to develop psychological ownership, foster trust, and practice transparency†(Johnson, 2016, p. 518).

As a leader, one of the hardest decisions we can make is whether to terminate or continue employment when we experience or witness unethical or immoral practices in the workplace. Although difficult and discouraging, Johnson (2016) provides guidance and direction, explaining that we must “identify types of unethical behavior, and spell out what employees should do if they observe such actions†and “thoroughly investigate and take quick action when justified†(p. 528). Reference Johnson, C. E. (2016). Organizational ethics: A practical approach (3rd ed.). Thousand Oaks, CA: SAGE Publications.

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Leadership is a multifaceted concept characterized by various forms, traits, and behaviors that influence organizational dynamics—both positively and negatively. Effective leaders can guide their organizations through complex challenges by exhibiting ethical standards, inspiring followers, and fostering a positive workplace culture (Northouse, 2018). Conversely, toxic leadership presents significant risks, fostering environments rife with unethical behaviors, distrust, and organizational dysfunction (Schmidt, 2020). The interplay between leadership characteristics and follower behavior determines organizational health, emphasizing the importance of ethical conduct, authenticity, and proactive intervention when misconduct arises.

Leadership can manifest in diverse forms, ranging from transformational to transactional, each with implications for organizational integrity and effectiveness (Bass & Avolio, 1994). Transformational leaders inspire change through vision and integrity, fostering a culture of trust and shared purpose (Antonakis & House, 2014). Transactional leaders, by contrast, focus on exchanges and compliance, which can sometimes reinforce compliance but may also risk fostering minimal engagement if not balanced with ethical considerations (Burns, 1978). The traits that define effective leadership include honesty, humility, empathy, and adaptability, which collectively promote ethical decision-making and resilience (Ciulla, 2016).

However, leadership is not immune to toxicity. Toxic leaders often exhibit traits such as narcissism, authoritarianism, and unethical decision-making, which can undermine organizational values and threaten ethical standards (Padilla et al., 2007). The influence of toxic leadership extends beyond the leader, affecting followers’ attitudes and behaviors, sometimes leading to toxic followership itself. Toxic followers may emulate harmful behaviors encouraged or tolerated by their leaders, contributing to organizational decline (Lipman-Blumen, 2005). Recognizing this, Johnson (2016) emphasizes the importance of organizational safeguards, such as transparent policies, ethical training, and accountability measures, to mitigate the effects of toxic leadership.

Research by Johnson (2016) suggests multiple strategies to prevent followers from becoming dependent on toxic leaders, including fostering independent thinking and demanding truthfulness. Followers should develop psychological ownership and trust, practicing transparency (Johnson, 2016). Cultivating authentic followers—those who are self-aware, honest, and proactive—serves as a counterbalance to toxic leadership, encouraging ethical vigilance and constructive dissent (Kouzes & Posner, 2017). Authenticity in followers involves self-awareness, integrity, and courage, essential qualities for resisting unethical pressures and promoting organizational integrity (Avolio & Gardner, 2005).

Moreover, ethical leadership involves decisive action when unethical practices are identified. Johnson (2016) advocates for leaders and followers to promptly address misconduct by recognizing unethical behaviors, investigating them thoroughly, and taking swift corrective action (Johnson, 2016). Ethical dilemmas often require courageous decisions, including the difficult choice to terminate employment when necessary, to uphold organizational standards. A proactive approach to ethics, including clear codes of conduct and ongoing training, provides a foundation for fostering responsibility and accountability within organizations (Brown & Treviño, 2006).

In conclusion, leadership and followership are integral to organizational health, with ethical considerations playing a central role. Effective, authentic leaders inspire integrity and positive change, while toxic leaders pose significant risks that must be mitigated through organizational safeguards. Followers, both authentic and otherwise, influence organizational trajectories, underscoring the importance of promoting ethical behaviors and proactive responses to misconduct. Ultimately, cultivating ethical leadership and followership is essential for sustaining organizational success and integrity in today’s complex workplace environment.

References

• Avolio, B. J., & Gardner, W. L. (2005). Authentic leadership development: Getting to the root of positive forms of leadership. The Leadership Quarterly, 16(3), 315-338.
• Antonakis, J., & House, R. J. (2014). The full-range leadership theory: The way forward. In D. V. Day (Ed.), The Oxford handbook of leadership and organizations (pp. 93-126). Oxford University Press.
• Bass, B. M., & Avolio, B. J. (1994). Improving organizational effectiveness through transformational leadership. Sage Publications.
• Brown, M. E., & Treviño, L. K. (2006). Ethical leadership: A review and future directions. The Leadership Quarterly, 17(6), 595-616.
• Ciulla, J. B. (2016). Ethics, the heart of leadership. ABC-CLIO.
• Kouzes, J. M., & Posner, B. Z. (2017). The leadership challenge: How to make extraordinary things happen in organizations. Jossey-Bass.
• Johnson, C. E. (2016). Organizational ethics: A practical approach (3rd ed.). Sage Publications.
• Johnson, C. E. (2017). Organizational ethics: A practical approach. Sage Publications.
• Lipman-Blumen, J. (2005). The allure of toxic leaders: How to recognize and respond to destructive leadership. Harvard Business Review, 83(10), 52-59.
• Padilla, A., Hogan, R., & Kaiser, R. B. (2007). The toxic triangle: Destructive leaders, susceptible followers, and conducive environments. The Leadership Quarterly, 18(3), 176-194.
• Schmidt, H. (2020). Toxic leadership and organizational health. Journal of Business Ethics, 162(3), 569-582.