The relationship between leadership and follower in‐role performance and in a leadership questionnaire and informed that their performance would be rated by leadership “black box” in that different mediators have been shown to affect. due to its impact on employee performance. Modern motivation that the two leader behaviors would have differential relationships with the four motivational. the relationship between these leadership styles and employee performance. various factors that affects the effectiveness of the existing leadership styles; . Satisfaction: Quantum of satisfaction the followers' does have with their leaders.First Follower: Leadership Lessons from Dancing Guy
And what other factors at work may affect the extent to which ethical leadership relates to these positive results? Overall, they found that ethical leadership is related to positive employee outcomes including higher performancegoing above and beyond to help the organizationand engaging in fewer harmful behaviors. The results showed that the way ethical leadership relates to these positive outcomes is through something called leader-member exchange LMX.
Leader-member exchange describes the quality of the relationship between the leader and follower.
In other words, ethical leaders treat followers in a moral and respectful way, which makes for a better quality relationship, and then employees react with more positive work behavior. This becomes much more difficult to do when leaders have many followers.
A leader only has so much time in the day, so the more employees a leader is responsible for, the less time there is for individual relationship-building interactions.
Many executive team members do some of these things quite naturally.
But often they are hesitant to speak up when the leader makes mistakes, whether they are made from the best of intentions or the worst. This has led to a relationship in which the follower avoids jeopardizing their chances of obtaining these rewards.
Hence, the follower tends to do what the leader wants and, just as important, not offend or create a negative impression of themselves. A relationship based on this kind of power does not serve the organization, the leader or the follower because it shuts down the open flow of communication and candor a leader needs in order to optimize their effectiveness. After all, who will tell the emperor he has no clothes?
Chaleff sees a very different kind of relationship between leader and follower. When both the leader and follower are focused on the common purpose a new relationship between them arises.
This new relationship is candid, respectful, supportive and challenging. It is a relationship that honors open communication, honesty and trust from both parties. Being aware of all the facts or data is crucial for effective decision making. And yet, in too many situations, followers are reluctant to present negative information for fear of repercussions. And why, in those situations, did people not step up and state their misgivings? In an environment where the focus of both leaders and followers is on serving the purpose of the organization these problems are far less likely to occur.
In such an environment, followers would be giving full voice to their concerns and instincts and leaders would welcome, value and pay attention to them. The Job of Effective Followers The sooner we recognize and accept our powerful position as followers, the sooner we can fully develop responsible, synergistic relationships in our organizations. According to Chaleff, there are three things we need to understand in order to fully assume responsibility as followers.
The Relationship Between Ethical Leadership and Employee Performance
Understand our power and how to use it. As followers, we have far more power than we usually acknowledge.
- The Leader – Follower Partnership: It’s a New Day
We have a unique vantage point as follower or team member, but we have to know that and use it. We need to understand the pressures upon the leader that can wear down creativity, good humor and resolve. Work toward minimizing the pitfalls of power by helping the leader to remain on track for the long-term common good. We are all witness to how power can corrupt, and it takes courage and skill to speak up.
We can learn how to counteract the dark tendency of power. Feedback to the leader is necessary for the new leadership styles to be effective. The Five Dimensions of Courageous Followership Chaleff identifies and defines what is required of followers to become an equal partner with the leader in fulfilling the purpose of the organization.
The Courage to Assume Responsibility — Courageous followers assume responsibility for themselves and the organization. They do not hold a paternalistic image of the leader or organization, nor do they expect either to provide for their security and growth or give them permission to act. However, there seems to be a consensus on two basic principles about leadership: The development of studies on ethical leadership has helped us understand how leaders influence ethical behavior in business through the attitudes of their followers.
Studies in the international arena indicate that ethical leadership has implications of employee satisfaction with their leader, their effectiveness, and their dedication to making extraordinary efforts as part of their performance Brown et al. Ethical leadership is defined by Brown et al. The ethical leader gains great influence regarding the behavior of his followers.
Two dimensions are considered in the discussions about ethical leadership: The moral manager refers to the way in which the leader uses his position to influence the ethical behavior of his followers in the workplace. The moral person refers to the way in which the person conducts him- or herself; being honest, confident, caring, and respectful - how the leader relates to his or her employees, providing the necessary support.
The legitimacy of leaders who spouse these values stems from the admirable conduct that they assume, being a source of identification and inspiration for their followers. In the organizational context, a leader guided by ethical values - such as unselfishness and righteousness - gives the impression of beingmore motivated to support, develop, and assist their subordinates.
Thus, ethical leaders seem to offer fairer opportunities of career development, to recognize the work of their subordinates through rewards, and to behave in a transparent manner, not treating their employees improperly or exploiting them Mashud et al.
Recent international studies have noted a positive association between ethical leadership and the behavior of the followers Piccolo et al. The authors argue that the employees of an organization learn what is expected of them from the behaviors, rewards, and punishments practiced by their leaders. Once the follower is a key element in the process of leadership, it is pertinent to verify the influence of the ethical conduct of the leader on those around him or her.
The particular relationship that leaders develop with each of their followers is the focus of a leadership theory developed in the s, named LMX Nort-house, The core of its design is in the approach to leadership as a process, as a result of the interaction between leaders and followers, and the dyadic relationship is the main target of the investigation.
The relationship between the leader and the followers varies depending on the degree of respect, trust, and support exchanged between them, and can potentially develop into a high level of partnership. The theory proposes that, due to the relationship established since their first contact, some followers would tend to engage more with the leader, leading to the formation of two distinct groups: The main point highlighted in studies about this theory revolves around the same question: From the observed consequences when the leader's relationship with his followers is of high quality, a pertinent question would be: However, there are still few studies that have addressed the ethical behavior of leaders as the antecedents of the quality of the leader-follower relationship Mashud et al.
The ethical values of a leader are observed in everyday situations, from behaviors guided by a sound moral conduct.
The Relationship Between Ethical Leadership and Employee Performance
With regard to the relationship with the team, the leader seems to promote ethics among the members of the group, and the desire to develop and maintain a collaborative relationship Yukl, The fair distribution of rewards and benefits, the impartial mediation of conflict, and the dedication with which ethical leaders treat their teams, have the potential to strengthen their relationship and lead to better management Mashud et al.
Thus, the first hypothesis of this study proposes that the quality of the relationship between the leader and the followers - i. The ethical leadership, evaluated from the perspective of followers, is positively associated with the quality of the relationship between the leader and the follower LMX.
These results appear when the leader engages in behaviors that promote the support for subordinates, their recognition, and their development through coaching and mentoring tools, as well as when the leader is capable of delegating and promoting a climate of collaboration between the members of the team Yukl, At the individual level, the term performance is used to define the proficiency with which employees act when they engage in behavior that is relevant to the organization. The performance achieved is the set of results caused by the behaviors and attitudes of individuals at work.
The leader's involvement in this process is relevant, since it is the key to the alignment of the organizational systems and the behavior of the employees with the organizational vision. A leader can influence directly the performance of the staff when helping to remove obstacles associated with the work, providing the necessary support, encouragement, and coaching, and by creating a more constructive relationship at work.
Based on LMX theory, studies have investigated the impact of the quality of the relationship between the leader and the follower on the results achieved in organizations.