Leadership Framework Matrix

Leadership Framework Matrix Norfariza Kirchner University of Phoenix

Vera. 1977. 1985. & Nanjad. 1993. For each. 2006). Vera. Component Leadership Considerations Relevant Theories and Concepts Application to Selected Organization Strategic Role of Leadership What role must leadership play in developing and executing organizational strategies to optimize operations? • Charismatic Leadership (House. as cited in Thye & Lawler. as cited in Crossan. & Nanjad. 2008). For each. This theoretical framework must support the problem and purpose statements developed in Week Four. Explain how the theories and concepts could be applied to the organization. Vera. • Transformational Leadership introduced by Burns (1978) and extended by Bass (1985) (as cited in Crossan. as cited in Thye & Lawler.Leadership Framework Matrix 2 University of Phoenix Material Leadership Framework Matrix The following matrix includes five key components a Leadership Operational Plan must address. Complete the matrix by responding to each consideration. & Nanjad. Each must be followed by a reference citation. 2008) • Visionary Theories of Leadership (Bennis & Nanus. Visionary leaders have foresight to anticipate the future and motivate followers by providing . identify relevant theories and concepts. 2008) Charismatic leaders have inspirational qualities to attract followers by promoting mutual values because followers actively seek leaders who share similar values (House & Shamir. 2006). Transformational leaders motivate followers to perform beyond expectations by developing visions that reflect mutual values and mobilizing commitment to those visions (Crossan. key considerations that must be addressed to develop a leadership framework are included.

Vera. do insightful organizational leaders inculcate new intraorganizational policies to take cognizance of ethical managerial practices? • Ethical Leadership (Brown. 1990) • Authentic Leadership (Avolio & Gardner. and develop collective identification (Avolio. 2003).. 1990). build trust. & Nanjad. ethical. 2003).) Incorporating the concepts of transformational. Authentic leaders enhance followers’ self-awareness of values.. Through this integrated How do organizations implement these policies without inadvertently patronizing managerial or executive personnel? A new leadership approach that incorporates transformational. setting ethical standards. and authentic leadership concepts (Crossan. authentic. Trevino. 2008). 2005. 2005. 2004. Policies on Ethical Management Practices AA54 How. . Vera. • Transformational Leadership (Bass. and ethical leadership can help to minimize the effect of patronizing the management team in the ethical policies implementation process. Transformational leaders motivate followers to look beyond self-interest for the common good (Bass. Harrison. 2005) Ethical leaders promote ethical policies by acting as a role model. and communicating to followers about those standards (Brown et al. in light of the dramatically changed thought in workplaces. Trevino et al. & Trevino. Luthans. 2008).Leadership Framework Matrix 3 directions for goal Component Leadership Considerations Relevant Theories and Concepts Application to Selected Organization setting and planning (as cited in Crossan. Walumbwa. & Nanjad. & May. Gardner. Brown & Hartman.

The objective is to build ethical sensitivity into management (Stackhouse. ethical. other cultures” (Statt. 1989). 2009). How do leaders do this for organizations. 2003. or more natural than.Leadership Framework Matrix 4 approach. 1995). Strategic leaders must instill personal values and emphasize the importance of social responsibility and ethical conduct in achieving e organization effectiveness (Fernando. and authentic leadership concepts. especially without implying that ethics and ethical behavior is the exclusive preserve of Eurocentric organizations? . The personnel might be highly selective in their ethics and tempted to opportunism and unethical behavior A new leadership approach that incorporates transformational. How might personnel who embrace high ethical standards take umbrage at the implication that they need to be force-fed such concepts? The implementation of unreasonably repressive ethical rules can undermine trust. Eurocentric refers to “believing that European culture and behavior is superior to. p. which is a crucial aspect of strategic leadership (Andrews. 57). strategic leaders can influence management to develop self-awareness and clarity in relation to values and work ethics.

principled leaders are strongly driven to maintain high ethical standards of the organization even when there are cultural differences that define the ethical business practices (London. More important. Diplomacy strategy is valuable in mediating conflict of interests and negotiating agreements (London. 1999). 1999). In the event of conflicting national or cultural views on ethical business practices. but gained political support by sponsoring a community project (as cited in Mitchell. 1999). 1999) . 1999). For example. Principled leaders have the ability to instill ethical values using tactics of business diplomacy (London. how do leaders determine which views take precedence? Principled Leadership and Business Diplomatic Concept (London. 2003). 1999) The concepts of principled leadership and diplomacy can be described as values-based management. Coca-cola turned down bribery requests from foreign officials.Leadership Framework Matrix 5 Differences in Global Ethical Practices How do leaders address issues that force realization that ethical practices may be less or more rigid amongst certain cultures and environments? • Principled Leadership and Business Diplomatic Concepts (London. Resolve tensions responsibly and creatively by using the business diplomacy approach (London. 2003). Leaders should exercise good judgment and treat corporate value and ethical standards as absolutes (Mitchell.

• Communicate the code of corporate conduct and expectation about legal and ethical behaviors (Luo. 2007). 2007). 2003).S. • Allow senior expatriates to formulate ethical standards and interpret ethical issues (Mitchell. 2007). especially in light of acrimony engendered amongst senior U.Leadership Framework Matrix 6 Implications of Foreign Corrupt Practices Act How do leaders address claims asserted by senior expatriates of American multinationals that the Foreign Corrupt Practices Act is distinctly debilitating of business interests abroad. and nonprofits organization (Mann & Götz. Organization for Economic Cooperation and Development (OECD). but in the long-run corruptions can cause enormous damage to the organization (Luo. . 1999) Develop a global ethical strategy through the following: • Explain to senior expatriates that corruptions strengthen business interest only in the short-run. staff assigned overseas? Principled Leadership and Business Diplomatic Concept (London. • If the local government of host country gives favor to unethical players. 2006). UN agencies. leaders must take actions to spur changes by working with regional government. • Implement control of anticorruption corporate policies that comply with the FCPA regulations (Luo.

Schwartz and Carroll (2003) introduces the use of Venn diagram model that includes only three domains of the corporate citizenship concept. 2009). legal restrictions placed on U. and Optimal Operational Practices How do leaders balance ethics and social responsibilities with optimal operational practices with the domestic-inspired. Social Responsibility.Leadership Framework Matrix 7 Balancing Ethics. and corporate social responsibility (CSR). ethical responsibility relates to “formulating values and norms for the corporation that contribute its performance as a good citizen. legal. organizations while they operate overseas? The integrated concepts of business ethics. 142). Corporate citizenship is a core element of business strategy to meet economic. and sustainability” (Rendtorff. and imply wider concerns for corporate and social justice. 2009). In essence. corporate citizenship. p. and ethical responsibility category that achieve a balance in most decision-making situations (Schwartz & Carroll. (Rendtorff. 2003). . In cases of conflict. and philanthropy responsibility. 2009. and legal.S. ethical responsibility may override economic and legal concerns (Rendtorff. social. The Venn model illustrates the overlapping of economic.

From transactional to transformational leadership: Learning to share the vision... O. MA: Harvard Business Press. p. 18(3). New Delhi. (1999). 18(22). & May. MA: Blackwell Publishing. C. J.. p. Organizational behavior and human decision processes. E. The Leadership Quarterly. & Götz. W. R.. . F.Leadership Framework Matrix 8 References Andrews. K. (2007). A. 170-192. 569-581. 315−338. doi: 10. (1989). A.Walumbwa. (2005). Borderless business: Managing the far-flung enterprise. (2005). B. Boston.. Avolio. L. 117-134. Mann. Global dimensions of corporate governance. L. 19. p. Organizational Dynamics. CT: Praeger Publishers. F. Malden. Bass. Principled leadership and business diplomacy: A practical. L. Avolio.. M. (1990).. 801−823. Transcendent leadership: Strategic leadership dynamic environments. 97(2). J. London. (2006). & Harrison.. Luthans. Business ethics: An Indian perspective. The Leadership Quarterly. M. K. Brown. p. Unlocking the mask: A look at the process by which authentic leaders impact follower attitudes and behaviors. p. p. D. Ethics in practice: Managing the moral corporation.1108/02621719910257783 Luo. Westport. (2004). Journal of Management Development. C. & Gardner. Fernando. values-based direction for management development. (2009). M. & Nanjad. Trevino. Authentic leadership: Getting to the root of positive forms of leadership. M. B. Crossan.W. India: Pearson Education India. (2008). The Leadership Quarterly. 16. 15.. Gardner. Vera. L. Ethical leadership: A social learning perspective for contruct development and testing. J.. D. D. B. K. 21. Y.

K. (2009). L.. Corporate social responsibility: A three-domain approach. (2003). (2003). Eerdmans Publishing Co. Rendtorff. (2003). (1995). L. Copenhagen: Copenhagen Business School Press. C. S. Business Ethics Quarterly. On moral business: Classical and contemporary resources for ethics in economic life. & Hartman. NY: Psychology Press. B. 13(4). MI: Wm.Leadership Framework Matrix 9 Mitchell. Statt. A. D.. Thye. J. Social psychology of the workplace. & Lawler. p.. A short course international business ethics: Combining ethics and profit in global business. CA: JAI Press. B. 56(1).. (2006). and legitimacy of corporation. E. R. M. A qualitative investigation of perceived executive ethical leadership: Perceptions from inside and outside the executive suit. Novato. D. ethics. San Diego. Brown. P.. & Carroll. Human Relations. M. M H. 5-37. J. . A. Trevino. Grand Rapids. Stackhouse. (2003). p. Schwartz. Responsibility. CA: World Trade Press. A student dictionary of psychology. New York. L. 503-530. S.

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