Are There Moral Responsibilities to Leading?

The role of the authentic transformational leader has been closely associated with that of the moral leader. Krishnan demonstrated through his research a significant and positive relationship between all five transformational leadership characteristics—idealized influence attributed, idealized influence behavior, inspirational motivation, intellectual stimulation, and individualized consideration – and moral leadership. Krishnan also demonstrated a significantly negative relationship between moral leadership and laissez-faire leadership.

Any leader who endeavors to lead an organization exercises social power thus making his or her leadership endeavor a moral task (Thompson; Quick & Normore). As the transformational leader genuinely and selflessly uses his or her position of influence to address the real needs of followers, the leader acts in the role of a moral agent (Quick & Normore). Consequently, leaders should be “guided by a moral compass and driven by a moral imperative” (Bernhut, 2004, p.1). Moral leaders are keenly aware that decisions have consequences, and moral leaders consciously and intentionally make decisions in the best interest of the authentic needs of the followers (Greenfield). Sankar asserts the leadership crisis in many organizations is a result of the lack of character in organizational leadership.

Moral leaders have demonstrated integrity and trustworthiness, and gained authority as they have aligned convictions, actions, and speech. Kouzes and Posner claim honesty is the most important characteristic followers looked for in a leader. Malphurs further strengthens this assertion by stating that in ministry, honesty is a more important characteristic for a leader than vision, strategy, or ability to communicate biblical truths. While many leaders in the Bible possessed seemingly unrealistic visions and expectations, other individuals followed these leaders because these leaders possessed honesty and integrity (Woolfe). A leader’s ability to lead over time rests upon his or her integrity and reputation (Steward & Shook) and the leader’s behavior permeates and affects the organizational culture (Verschoor).

Works Cited

Bernhut, S. (2004). What makes a leader the most. Ivey Business Journal Online, London, 1.
Greenfield, W. D., Jr. (2004). Moral leadership in schools. Journal of Educational Administration, 42(2), 174-196.
Kouzes, J. M., & Posner, B. Z. (2002). The Leadership Challenge (3rd ed.). San Francisco, CA: Josey-Bass.
Krishnan, V. R. (2003). Power and moral leadership: Role of self–other agreement. Leadership & Organization Development Journal, 24(5/6), 345-351.
Malphurs, A. (2003). Being leaders: the nature of authentic Christian leadership. Grand Rapids, MI: Baker Books.
Quick, P. M., & Normore, A. H. (2004). Moral leadership in the 21st century: Everyone is watching—especially the students. The Educational Forum, 68(4), 336-347.
Sankar, Y. (2003). Character not charisma is the critical measures of leadership excellence. Journal of Leadership & Organizational Studies, 9(4), 45-55.
Steward, D. L., & Shook, R. L. (2004). Doing business by the Good Book: Fifty-two lessons on success straight from the Bible. New York: Hyperion.
Thompson, L. J. (2004). Moral leadership in a postmodern world. Journal of Leadership and Organizational Studies, 11(1), 27-37.
Verschoor, C. C. (2006, January). Strong ethics is a critical quality of leadership. Strategic Finance, 87(7), 19-20.
Woolfe, L. (2002). The Bible on leadership: From Moses to Matthew—management lessons for contemporary leaders. New York: AMACOM.