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Understanding Leading, Leader–Follower Relations, and Ethical Leadership in Organizations

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Abstract

Leaders hold the power lo influence followers within and beyond organizational boundaries. Leaders, whether leading from spiritual, authentic, or servant models, can motivate individuals and teams in a desired direction; cultivate constructive interpersonal relations; promote higher standards of conduct and performance; create a caring and supportive organizational culture; and encourage a range of other positive employee and organizational outcomes. They can also inspire employees lo volunteer and take part in community outreach initiatives and other forms of civic and social responsibility. However, as the popular business press and scholars in the fields of work psychology, organizational behavior, and interpersonal relations all too often remind us, such influence is not necessarily always positive. Abusive, despotic, and toxic behaviors, misconduct, and other ethical failings of leaders may not only be detrimental to the well-being, behaviors, and performance of followers but may also adversely impact other members of an organization, customers, suppliers, and the broader society in general. For these reasons, scholars and practitioners alike have been attempting to better understand how leader-follower relations might be improved and the role that ethical leadership can play in helping to mitigate deviant and counterproductive behaviors in the workplace.

Hong Kong Baptist University

University of Cambridge

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Authors and Affiliations

  1. Department of Management, Hong Kong Baptist University, Hong Kong

    Flora F. T. Chiang (Professor)

  2. Centre for industry and Government, Cambridge University, UK

    Thomas A. Birtch (Senior Research Fellow)

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  1. Flora F. T. Chiang
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Editors and Affiliations

  1. Auckland University of Technology, New Zealand

    Rachel L. Morrison

  2. Postgraduate Studies in Industrial Work and Organizational Psychology, University of Auckland, New Zealand

    Helena D. Cooper-Thomas

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© 2013 Flora F. T. Chiang and Thomas A. Birtch

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Chiang, F.F.T., Birtch, T.A. (2013). Understanding Leading, Leader–Follower Relations, and Ethical Leadership in Organizations. In: Morrison, R.L., Cooper-Thomas, H.D. (eds) Relationships in Organizations. Palgrave Macmillan, London. https://doi.org/10.1057/9781137280640_11

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