Business Ethics Quarterly 5 (1):43-54 (1995)

Abstract
This paper suggests that different styles of leadership arouse different sorts of normative motivation among followers, and these diverse motivational sources in turn are associated with different forms of participant contribution to organizational success. Three interrelated clusters of leadership styles, normative motivation of followers, and organizational citizenship behavior are described. Leadership that appeals exclusively to followers’ self-interests is associated with preconventional moral development and dependable task performance. Leadership styles focusing on interpersonal relationships and social networks are associated with followers’ conventional moral development and work group collaboration. Transforming leadership that both models and nurtures servant leadership abilities is associated with post-conventional moral development and responsible participation in organizational governance
Keywords Applied Philosophy  Business and Professional Ethics  Social Science
Categories (categorize this paper)
ISBN(s) 1052-150X
DOI 10.2307/3857271
Options
Edit this record
Mark as duplicate
Export citation
Find it on Scholar
Request removal from index
Revision history

Download options

PhilArchive copy


Upload a copy of this paper     Check publisher's policy     Papers currently archived: 71,379
Through your library

References found in this work BETA

Add more references

Citations of this work BETA

View all 23 citations / Add more citations

Similar books and articles

Leadership Ethics: Mapping the Territory.Joanne B. Ciulla - 1995 - Business Ethics Quarterly 5 (1):5-28.
Responsible Leadership as Virtuous Leadership.Kim Cameron - 2011 - Journal of Business Ethics 98 (S1):25-35.

Analytics

Added to PP index
2011-12-01

Total views
90 ( #131,228 of 2,519,678 )

Recent downloads (6 months)
1 ( #406,314 of 2,519,678 )

How can I increase my downloads?

Downloads

My notes