The Four Types Of Moral Leadership

Moral leadership

Q1) Morals are the code of conduct for an individual, while values are the ideologies that determine the specific personality trait of an individual. Now, moral leadership is different from other forms of leadership. Moral leaders aim to serve. Considering my morals and values, I believe that I am an empath. An empath is a person who can very quickly relate or feel the issues and problems faced by other people. Justice is a core moral factor present in me. Moral leaders tend to develop capabilities among their subordinates and other employees or team members. In such a scenario, empath are the best suitable person. The reason is they are able to relate with problems quickly which makes it easy to guide the person in trouble

in a proper direction. Ethics and respectfulness are other important factors of my morality. A leader needs to know his/her limits and should treat the employee or team member with respect to earn respect and motivate employees to showcase their skills. My values include honesty, altruism and compassion.
Q2) about how I know my ethics and values, I have clearly observed that my personal morals and values are based on my family beliefs, norms and values. I respect the free rights and dignity of others and prefer to treat my every subordinate with proper respect. Starting from a Group D staff to a team, I believe that giving them their right respect is my duty. The rank of an individual is not primary while dealing with different people. I want to make my employees or team members united. I feel the urge to do justice when faced with any circumstances. In our society, leaders are constantly challenged about how ethical and justified they are, in terms of behavior, services, customers, suppliers, and employees. I feel the urge and the duty to create a positive environment and create a platform for my subordinates to achieve greater things. The sense of humility, what to do well and what not to do, has made me recognize my ethics, morals, values and beliefs.
References
Fred O. Walumbwa, Amanda L. Christensen, Fernanda hailey. (2011). Authentic leadership and knowledge economy. Retrieved from: http://isiarticles.com/bundles/Article/pre/pdf/4987.pdf
Susan Michie and janaki Goty. (2014). Values, emotions and auhenticcity: Will the real leader please stand up? Retrieved from: www.sciencedirect.com
True Self
The issue of true self in authentic leadership is a tricky issue. The fact that leaders need to have the authenticity of them does not mean that they have to have to forget their original self. True self will always feature because of human behavior which has been embodied in the leadership facts. There is an issue which all leaders must be well aware of while they are trying to achieve the fact on leadership, the emotional embodiment will not be forgotten (Lewis, 1979).True self for an authentic leader will be displayed through their talks and the way they react. An authentic leader may at some point get hungry, and the impact of this is that the leader will respond, and the true self will be an imminent point to note. The somatic experience will give an elaboration of the reaction of the body which defines the true self of the leader. The sense of being authentic is consolidated through acting but true self-features but appears through a reaction.
Out of this, I have learnt that authentic leadership may be a function of acting out a situation. As Stanislavski explains that the act of being authentic is a matter of learning. He uses an example of an actor and the fact that this person will be able to learn some actions. It is indeed as Stanislavski says, `acquire natural laws and how to use them consciously in re-creating human behavior on stage.” While we meet different experiences in the field love leadership, we can accept the state of everything while we learn others. While we might have different emotions, the authentic leadership cannot be further from adopting the true self of the leader (Lewis, 1979).
References
Lewis, J. D. (1979). A social behaviorist interpretation of the Meadian ‘I’. American Journal of Sociology, 85(2), 261−287.
Authentic Leadership
The issue of authentic leadership has to be discussed fervently in the number of articles presented. While each gives the overview of what is contained in there, their need to note that, authentic leadership builds its focus on the leader’s legitimacy and building honest relationship among the members of the organizations.
Reaction to Criticism
The critique on the authentic leadership expectation goes as the fact that it expects leaders to be always right, authenticity in leadership will create leaders who are not true to themselves.

It is hard to achieve authenticity as it is based on copying to certain stands which may not be easily made. While trying to achieve the goals and values with indeed forced positions, authenticity may tend to dehumanize leadership. Therefore, there is a need to consider personal freedom for the leaders and allow them to have a person responsibility to remain authentic (Avolio, 2005).

On theory development on authentic leadership, I have noted that authentic leaderships focused on the positive psychological capacities highly based on the organizational context. Leaders need to have self-regulation and also self-awareness on what they do. It is not further from the truth that, authentic leadership still lacks how authenticity should work for the betterment of the organization. When the leaders have strong psychological abilities, they will have a huge following (Bass, 2004).

How the ideas has shaped

me
I have come to note some issues when it comes to authentic leadership. It is the leaders who are supposed to develop their followers and not to make them be mere objects. When a leader tries to ape the complete state of authenticity, the main issue being discussed loses meaning. According to (Bass, 2004), trying to make leadership authentic will make lose the moral values and ethical principles and it prevents the state of leader /follower to a state of domination/suppression.
References
Avoid B and Gardner W (2005) Authentic leadership development: getting to the root of positive
Forms of leadership. Leadership Quarterly 16: 315–338.
Bass, B. M. (2004). The ethics of transformational leadership. In J. Ciulla (Ed.), Ethics: The heart of leadership (pp. 169–192). (2nd Ed.). Westport, CT: Prager.

Question1 Cianci, Hannah, Roberts, and Tsakumis (2014) demostrated that authentic leaders have an impact on the ethical decision making of thier followers. And while this may be the case, do you believe that authentic leaders should strive to have a positive impact on follower ethical decision making? Should this be an explicit goal of an authentic leader? Why or why not?
Solution to the problem
Authentic leaders tend to have the desirable behavior within the organization that is usually very helpful in promoting positive psychological capacities and a positive ethical climate to foster greater self awareness and promote ethical decisions and behaviors.
I strongly hold the view that authentic leaders should always strive to ensure that they have the positive impact which is key in promoting positivity to the followers with respect to ethical decision-making.

Proper ethical leadership is positively related to followers’ organizational behavior. We clearly find out in the research that ethical leadership has positive influences on the followers ethical thoughts and behaviors both directly or indirectly through the positive influences ethical leaders have on building ethical cultures across the multiple levels in the organization.

Authentic leadership consist of majorly four core related dimension which include: internalized moral perspective, self awareness, and relational transparency and balanced processing.

Relational transparency: it usually involves promoting trust through disclosures that include openly sharing information and expression of leader’s true thoughts and feelings.

Self awareness: refers to how often the leader demonstrates that he or she is cognizant of his or her impact on the other people.

Internalized moral perspective: it refers to how leader’s behaviors are guided by internal moral standards and values as opposed to those behaviors’ being based on external forces such as peers, organizational and societal

pressures.

I believe every leader should adopt authentic leadership in its entire dimension in order to build positive influences to the followers. These ethical thoughts and behaviors’ are usually very important in the development of the organization and building the behavior of the employees or followers within the organization. Desirable moral standards will be achieved by inculcating values to the followers that can have positive influence to the performance of the organization