Leadership or change management issue

1
Introduction

Leadership is a mechanism that does not directly represent the person. Leadership based on
personal desires and needs and is the outcome of the communal dynamics which are organized to
meet these different needs. Besides this, leadership is an adjustment process and an evolution
process or a dynamic exchange process and value exchanges. Leadership is a conventional
deviation. Third, management is an energy process, not a structure. Leadership and change go
together. In reality, over the last 30 or so years, the leaders have a primary role to play in
bringing in progress to ensure the company succeeds. Change and Leadership are also two of the
organisations' key concerns. Nevertheless, they are indeed two among the most controversial and
difficult elements in organizational life with a great deal of debate and research about leadership
and how positive changes must be made. The report focuses on leadership and change
management issues. The issue is related to ethical leadership.

2
Clearly explaining what the issue is and why it is significant to you.

Ethical leadership involves leadership which shows that ethics and values are respected.
Integrity, equality, appreciation, society, and honesty are the principles of ethical leadership.
Ethical leadership is necessary for business success. Ethical leadership is a leading organisation
that insists on regard for integrity, principles, and others' freedoms and dignity. It is essential to
the values of reliability, dignity, loyalty, and justice. Ethical management can give business
value by encouraging employees to be encouraged and measure up to the values of the company.
Experience shows an improvement in employee engagement and a lower employment rate by
ethical leadership. Ethical leaders can exhibit ethical and acceptable actions over time in all
aspects of their lives, while their workers are not generally conscious of their behaviour. Ethical
leadership can sometimes be disagreeable, for example, if an employee who uses company
property for personal purposes is to be terminated. However, leadership needs to maintain
integrity (Bedi, et. al., 2016).

Its topic is important to me because leadership studies and practices in the last 30 years have
changed maritime. First, 2 major advancements are the overtaking of the contextual and
situational model by older theories of leadership, such as the trait model and the leading model
of the followers. This method highlights the idea that leadership ultimately seeks to bring about
progress and that successful leaders should tailor their leadership style to the environment in
which they work. Secondly, the rejection of the leadership command and control paradigm, that
relies on up-down power dependent on role authority. Leaders are now called personalities who
inspire their workers, through the strength of their attitude and not through the influence of their
organization, to create an intimate connection to them. There is now an almost religious belief
that leaders are heroic figures, bigger than life, who have huge autonomy and egos and who will
pursue their goals (Koopman, et. al., 2019).

There are various distinctive ethical issues in all fields of applied ethics relating to practices like
company, legislation, medicine, etc. I continue by looking at a few leadership problems and
factors that differentiate leadership and make it ethically challenging to lead. Leaders have
power, influence, and obligation for others or allow them to have it. As a result, their actions are
more concerned and their challenges are greater for the self. Therefore, leadership requires a

3
partnership focused on individual expectations, worries, desires, and personalities, for better or
for worse. Thus ethics as well as immorality tend to be enhanced in the exercise and interactions
of leaders to others.

The growing difficulty of corporate existence and therefore the position of the leader has been
correlated with such changes in leadership. This is especially the case with the development of
the theory of stakeholders. The basic concept is that organizations are an intrinsically important
constellation of competitive and cooperative interests. The traditional or classic-liberal company
model shows it as an input-output model with three groups that provide the investors, suppliers,
and staff with inputs for the organization and one group that receives its outputs. In keeping with
this concept, an organization aimed to make again and the four entities participating in this cycle
had mutual connections but needed to look out for their own needs.

Neither the narrow shareholder's interests, but broader social interests, must be taken into
account and served by organisations. This extends to all, including society, government, and the
environment, who could be influenced or have an interest in the work of the organization.
Leadership is also much tougher and less straightforward than it used to be. Leadership
mainly focuses on making transformative changes. Management focuses primarily on the pursuit
of continuity and predictability by ensuring that employees conform to the organization's laws,
legislation, and operating procedures. The exchanges between the subordinate and the
organization supervised by managers that used the power granted by their positions in the
organization achieve compliance.

4
Make a clear link to theory/research or model relevant to this unit that is drawn
from at least one academic journal.

Trevino’s philosophy of ethical leadership includes two dimensions the moral individual and the
moral manager, who, as a moral person, would have particular moral qualities and characteristics
such as reliability, competence, and trustworthiness.  Furthermore, an ethical leader will exhibit
actions of "social bosses" to adherents with authority. Ethical leaders, for example, must make
decisions objectively and fairly, conform to a clear set of moral standards and values, give due
attention both to the surrounding community and to the wider community, and follow their
ethical guidelines. In the meantime, as a moral manager, ethical leaders are an example of ethical
conduct and encourage the morality of their followers. Ethical leaders punish members who
refuse to conform to ethical guidelines and specifically incorporate ethics in their leadership
goals by consistently sharing ethical practices and beliefs and ideals with staff (Zhu, et. al.,
2019).

This analytical structure for the 'moral individual' and the 'moral boss' has contributed to an
ethical leadership system focused on variables that affect workers and organizational
performance. These results include the voices of employees, training, and development,
effectiveness in the team and positivity of subordinates, unit of non-ethical conduct and
relationship clarify the effect, and ethical cognitive function, judgment, and actions of followers
(Liao, wt. al., 2018). 

Some major theories of ethical leadership are as follows:

Consequentialism: Ethics approaches against several various moral theories are often analysed.
Ethical theory can also be analysed for moderate leadership. For example, principles of
continuity. The outcome of an ethical concept is defined by the sum of its implications to a
consequentialist. The assumption of obligation in relation to its effects, though, depends on
whether the individual views consequentialism, act of consequentialism, or continuity. The
consequentialist act would be relativistic which would agree upon the legal duties in regard to
the social problems. A set of fixed laws would be followed for the concurrent law. In the
framework of reasonable government, certain defined laws must be established before the

5
circumstance happens or they have to be tested cognitively before a judgment on the
circumstance can be taken (Love, et. al., 2020).

Utilitarianism: This is another philosophy of ethics that is somewhat close to results

utilitarianism. The key distinction between the two is that the outcomes for a consequence decide
an ethos, while the principles are decided for the utilitarian regardless of the outcome. The
utilitarian has, therefore, a utilitarianism and utilitarianism of law where ethical decisions are
taken as follows. For the utilitarian theory, optimal satisfaction is obtained by a clear series of
moral principles that are shown to obtain the outcome of satisfaction. The utilitarian act would
look at the scenario and decide how much satisfaction may be accomplished with the least
damage. The moderate leader would chose the utilitarian rule method, as the utilitarian rule
method could mislead them (Letwin, et. al., 2016).

Deontology: Deontology is a new ethical philosophy, which can be extended to pragmatic

leadership. In deontological matters, the ethicist must conform with a series of duties regardless
of the circumstance or outcomes. Such activities must be identified in advance or must be
defined before the condition can be calculated. A good instance is a religious individual, who
must conform to his faith to find purpose in existence, and so before it can explain the action.
The pragmatic leadership is obligated to identify the poles and therefore determine what exists in
them (Sacco, et. al., 2017).

6
Provide a practical example you could implement as a leader

A leader in the organization in the individual who is responsible for leading the team and
effectively make the strategies so that a common organizational goal can be achieved. The leader
I am only responsible for maintaining teamwork, motivation, etc. So the leader needs to manage
the entire team and accordingly the productivity can be enhanced. The leader should implement
the listening quality so that he can effectively listen to the ideas and views from the team with
respect to the situations. But after listening to everybody’s view and thoughts the leader should
implement only the optimal solution which will be benefiting both employees and the
organization.

There was an instance in which employees were not happy with the team lead and used to face
various issues related to the work. These concerns affected the work efficiency of the employees
as team leaders didn’t have listening skills. The company was facing a lot of issues in attaining
the company objectives which also results in losses in profit, customer dissatisfaction, etc.

From this instance, it has been practically proven that Leaders should develop effective listening.
This supports increasing employee engagement, employee motivation, employee productivity,
etc. These attributes will support the company in enhancing the high profits, good relations with
the clients. The project requirement will also be effectively fulfilled on time and projects will be
completed within the time frames given. The leader should also be aware of conducting timely
meetings related to work and other concerns if employees are facing. This also supports
maintaining the productivity and profitability of the organization (Rios, et. al., 2018).

7
Conclusion

From the above, it has been concluded that the ethical principles that bind leadership and change
are counterproductive to an undefined loss.  The aims of this article are therefore threefold. To
prove, first, that leadership and change are inextricably connected and that its success is
associated with the fundamental ethical principles in producing positive outcomes for
stakeholders. It has also have seen that the ethics literature is related to management and reform
and is focused on ethical principles that affect the results of the two processes. The second goal
was to prove that some forms of reform are more able than anyone else to achieve ethical results.
In examining the two dominant approaches, it has been analysed that planned change has
expressly relied on a set of moral standards and practices consistent with ethical results. It does
not involve emergent change. Since the history of emergent transformation, it focuses on the
utilization of force and coercion, demonstrates, instead of endorsing ethical consequences, that
its fundamental principles have been compromised. The final aim of the report was to
demonstrate that more ethical clarification is required in evaluating leadership and change
strategies.

8
References

Bedi, A., Alpaslan, C.M. and Green, S. (2016). A meta-analytic review of ethical leadership
outcomes and moderators. Journal of Business Ethics, 139(3), pp.517-536.

Koopman, J., Scott, B.A., Matta, F.K., Conlon, D.E. and Dennerlein, T. (2019). Ethical
leadership as a substitute for justice enactment: An information-processing perspective. Journal
of Applied Psychology, 104(9), p.1103.

Zhu, W., Zheng, X., He, H., Wang, G. and Zhang, X. (2019). Ethical leadership with both “moral
person” and “moral manager” aspects: Scale development and cross-cultural validation. Journal
of Business Ethics, 158(2), pp.547-565.

Liao, Z., Yam, K.C., Johnson, R.E., Liu, W. and Song, Z. (2018). Cleansing my abuse: A
reparative response model of perpetrating abusive supervisor behavior. Journal of Applied
Psychology, 103(9), p.1039.

Love, E., Salinas, T.C. and Rotman, J.D. (2020). The Ethical Standards of Judgment
Questionnaire: Development and Validation of Independent Measures of Formalism and
Consequentialism. Journal of Business Ethics, 161(1), pp.115-132.

Letwin, C., Wo, D., Folger, R., Rice, D., Taylor, R., Richard, B. and Taylor, S. (2016). The
“right” and the “good” in ethical leadership: Implications for supervisors’ performance and
promotability evaluations. Journal of Business Ethics, 137(4), pp.743-755.

Sacco, D.F., Brown, M., Lustgraaf, C.J. and Hugenberg, K. (2017). The adaptive utility of
deontology: Deontological moral decision-making fosters perceptions of trust and
likeability. Evolutionary Psychological Science, 3(2), pp.125-132.

Rios, M.M.M., Herremans, I.M., Wallace, J.E., Althouse, N., Lansdale, D. and Preusser, M.
(2018). Strengthening sustainability leadership competencies through university
internships. International Journal of Sustainability in Higher Education.