Authentic Leadership and Ethics

Ethics: Puzzles and Perils of Transformational Leadership and Followership

The objective of this study is to answer as to what is authentic leadership according to Bass and Steidlmeier and to answer what significant questions remain about the implementation and relevance of authentic leadership. This work will address the insights gained from Chapter 1 and Chapter 2 in 'The Courageous Follower' concerning the role as a follower. Finally, this work will answer as to the moral responsibilities of followers to their leaders or in other words will describe transformational followership.

Transactional and Transformational Leadership

The work of Bass and Steidlmeier reports that that ethical aspects of leadership are constructed upon the framework of: (1) the leader's moral character; (2) the legitimacy of the ethical values that support the vision of the leader and its articulation as well as the program of leadership that is supported or rejected by those being led; and (3) the moral vestment of the "processes of social ethical choice and action that leaders and followers engage in and collectively pursue." (nd, p. 176) Transformational leaders are those who lead by example and thereby translate those examples and values to those whom they are leading. It is reported that transformational and transactional leadership "have strong philosophical underpinnings and ethical components." (Bass and Steidlmeier, nd, p. 177) The individualist philosophical view is that transactional leaders are called for when followers and their leaders are following their own self-interests. (Bass and Steidlmeier, nd, paraphrased) The moral legitimacy associated with the transactional leader is reported to be "demanding in many ways" and dependent on "granting the same liberty and opportunity to others that one claims for oneself or telling the truth, keeping promises, distributing to each what is due, and employing valid incentives or sanctions." (Bass and Steidlmeier, nd, p. 177) The transactional leader is reported to be a model that is "grounded in a world view of self-interest." (Bass and Steidlmeier, nd, p. 177) However, ethicists find that the seeking of self-interest is not desirable. The authentic transformational leadership model is reported to make provision of "a more reasonable and realistic concept of self -- a self that is connected to friends, family and community whose welfare may be more important to oneself than one's own." (Bass and Steidlmeier, nd, p. 177)

II. Importance of the Follower's Actions

It is reported that followers and leaders "both orbit around the purpose; followers do not orbit around the leader." (Chaleff, The Courageous Follower, 2009, p. 13) Each individual is responsible for their own actions whether they are following or leading and moreover each individual must understand that they are responsible for the actions of other individuals whom they have the power to influence. It is reported that each social accomplishment makes a requirement of "complex group effort and therefore, leadership and followership" because each of these are important when a common goal is being pursued. However, it is the belief of some that the influence in the relationship between the leader and follower is a one-way street but this is not true since the followers have a "great capacity to influence the relationship." (Chaleff, The Courageous Follower, 2009, p. 13) Leaders are accountable for the performance and action of followers however, followers are also accountable for their leader's actions and performance. Leaders require support and assistance when their actions need to be corrected.

III. Powers Possessed by Followers

In fact, followers possess more power than is commonly acknowledged. For example followers possess the power associated with purpose and the commitment to the common goals and as well possess power associated with knowledge, skills, and resources of the organization. Followers additionally possess their personal history related to their successes and the contributions that each follower has made to the goals of the leader and the organization as a whole.

The followers additionally possess the power of self-faith and their personal commitment and integrity and have the power to speak the truth from their own personal viewpoint and to set standards and influence the leader and organization as a whole. Followers have the power to choose their reactions no matter what the actions of others may be and have the power to decide to follow or not to follow.

Followers possess the powers related to their relationships and to the worker network and have the power to communicate through diverse channels and to organize with others who think as they think. One of the greatest power that the follower possesses is the power to remove their support for the leader should the leader stand in violation of ethical principles or values of the follower.

IV. Authentic Leadership Examined In Depth

Transformational and authentic leaders do not coerce those being led but instead those being led are motivated by an "authentic inner commitment." (Bass and Steidlmeier, nd, p. 178) Transformational and authentic leaders are those who are morally inspiring and motivate through inspiration by articulating their vision to those being led and gaining a true buy-in from followers as those being led become educated and come on-board to accomplish the goals and mission related by the transformational leader. The transformational leader inspires those being led to increase their knowledge, their skills, and to better themselves while at the same time bettering the organization as a whole.