1. 1
Ethical
Leadership

2. 2
Content
1. Introduction
2. Social Learning theory and Ethical Leadership
3. Transformational, Authentic, Spiritual Leaderships
4. Individual characteristics and Ethical Leadership
5. Outcomes of Ethical Leadership
6. Implications for research and practice
7. Conclusion
8. References
.

3. 3
1. INTRODUCTION
Ethical leadership is directed by respect for ethical beliefs and values and for the dignity
and rights of others.
2. SocialLearning theory and Ethical Leadership
• Social learning theory shows why some individual characteristics of the leader and
situational influences are related to followers’ perception of a leader as an ethical
leader.
3. Transformational, Authentic, Spiritual Leaderships
• Transformational leadership
Transformational leadership is a moral leadership because transformational leaders
inspire their followers to look beyond self- interest and work together for a collective
purpose.
• Authentic Leadership
Authentic leaders are individuals who are deeply aware of how they think and behave
and are perceived by others as being aware of their own and others’ values.
• Spiritual Leadership
Spiritual leadership is comprised of the values, attitudes, and behaviors that are
necessary to intrinsically motivate one’s self and others so that they have a sense of
spiritual survival through calling membership.
4. Individual characteristicsandEthical Leadership
• Personality Characteristics
• Motivation
• Machiavellianism
• Additional Individual Characteristics
5. Outcomes of Ethical Leadership
• Follower ethical decision making

4. 4
Considering whether ethical leadership can influence the ethical quality of follower
decisions, particularly when the leader is not physically present.
• Employee prosocial behavior
Ethical leadership should influence employees’ prosocial or citizenship behavior
through social learning as well as social exchange processes.
• Employee counterproductive behavior
Employees who have a high quality exchange relationship with their leaders are less
likely to engage in negative behaviors. Ethical leadership is negatively related to employee
counterproductive behavior.
• Follower work attitude
Ethical leadership should be associated with a number of positive follower attitudes.
Ethical leadership is positively related to follower work attitude.
6. Implications for researchand practice
• How prevalent is ethical leadership?
Many organizations provide an “ethical neutral” backdrop against which leaders are
perceived
• Can ethical leaders be selected, developed?
All kinds of organizations are training future leaders.
1. Selection
2. Role Modeling
3. Training
4. Organizational Culture and Socialization
• Social or Self Reports?
Deciding the best way to collect data.
• Ethical and Unethical Leadership
Differences between Ethical and unethical leadership will help organizations to develop
ethical leadership.
• Levels of management and ethical leadership

5. 5
 Content of the leader’s job
Executive and managerial work are different, with roles and challenges that are unique
to each level.
 Distance between leaders and followers
This expressed; physical distance, social distance, or frequency of task interaction has
an important impact.
• Underlying influence processes
This research suggest social learning as the key theoretical process that explains both
who becomes an ethical leader and how ethical leaders influence outcomes through
emulation and vicarious learning.
• Demographic and ethical leadership
Some have argued there is a relationship in between gender and ethical relationship but
finally the researchers have proved there’s no any critical relationship.
• Global Ethical Leadership
The researchers found there are some elements of ethical leadership are viewed across
the world. However lots of elements are universally supported as essential to ethical
leadership.
7. CONCLUSION.
• Organizations must want to know how to train and develop the leaders in to ethical
leaders as per their organizations.
• Ethical leadership should invent in a organizations to develop the organization and
make followers loyal to the organization by role modeling.
8. References