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Styles
of Ethical Leadership
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Appropriate
leadership style depends upon the ethical context of the organization,
its organizational culture, and the situation it finds itself
in at any point in its organizational life. There is no "one-size-fits-all"
style of leadership for all organizations, or, for that matter,
any one organization at all points in its organizational life. |
This matrix suggests
six styles of leadership, any one of which might be appropriate
for any one organization or for dealing with any given situation.
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Maintenance
Strategies
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Incremental
Change Strategies
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Transformative
Change Strategies
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Values-based/
Facilitative-Persuasive Modes
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Steward
Leadership
Use
when organization is in good condition, the ethical
context of the organization is values-based, and
the purpose, vision and values of the organization
are shared by all key stakeholders.
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Use
when the organization is in good condition and
in synch with its ethical context, but needs minor
adjustment, or is not in good condition or is
out of sync with its ethical context, but time
is available and key stakeholders favor change.
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Charismatic
Transformation
Use
when the organization is not in good condition
or is out of synch with its ethical context, and,
though there is little time available, there is
support for radical change.
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Rules-based/
Manipulative-Coercive Modes
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Ethically
Neutral Successful Leadership *
Use
when the organization is in good condition, the
ethical context of the organization is substantially
rules-based, and a compliance culture is shared
by all key stakeholders.
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Forced
Evolution
Use
when the organization is in good condition and is
essentially in sync with its ethical context, but
needs minor adjustment, or when it is not in good
condition or is out of sync with its ethical context
and key stakeholders oppose change, but time is
available.
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Dictatorial
Transformation
Use
when the organization is not in good condition or
is out of sync with its ethical context, there is
no time for extensive participation and no support
within the organization for radical change, but
such change is vital to organizational survival
and fulfillment of its mission.
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* The concept
of the "Ethically Neutral Successful Leader" was
developed by a Research Theme Group cochaired by Drs. Linda
Trevino and Laura Pincus Hartman as part of the ERC Fellows
Program. No endorsement by them or the ERC Fellows Program
is implied by the inclusion of the concept in this matrix.
Contact the Ethics Resource
Center for more information.
This table is
an extension of a model by Todd D. Jick, "Managing
Change." The Portable MBA in Management. Ed. Allan
R. Cohen. New York: John Wiley & Sons, 1993. 340-368.
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