Transformational leadership, integrity, and power

Student problem experts should respect the ideals of innovative leadership, but if you want to maintain political viability and improve the integrity of the organization, you need to understand the reality of the institutional power structure There is.

Transformational leadership research also emphasizes the role of integrity. The moral nature of transformational leadership is intensely debated. This controversy has been demonstrated in a series of explanations showing transformational leaders including not only narcissism, cleverness, and self-centered but also moral, fair, and effective things (Thomson, 2002 ). Therefore, the purpose of this study was to evaluate the perceptual leadership integrity scale (PLIS) and the multielement leader questionnaire (1) to evaluate the statistical relationship between perceived leader's completeness and transformational leadership MLQ) to solve it directly. Craig and Gustafson (1998) have demonstrated that a Perceptual Leadership Integrity Scale (PLIS) can be used to determine the lower level of perceived integrity of target leaders within an organization.

Transformational leadership and ethical leadership overlap with personal characteristics. Ethical and transformational leaders care about others, are consistent with their ethical principles (ie honesty), consider the moral consequences of their decisions, and are moral examples for others. On the other hand, theory and research show that moral leadership and transformational leadership are also different structures (Brown et al., 2005; Trevióo et al., 2003). Moral leadership proved to be significantly related to the dimension of the idealized change (the dimension with clear ethical content) (Brown et al., 2005). However, as mentioned earlier, ethical leadership also predicts results beyond the idealized impact (Brown et al., 2005). Consequently, the moral leadership defined here includes a transaction impact process that separates it from innovative leadership.

In leadership literature, transformational or transformational leadership is almost synonymous with moral leadership. Transformational leadership is often compared to transactional leadership. There is a similarity between these two theories and altruism / self-interest dichotomy. The theory of change leadership in Burns (1978) is convincing because it relies on a series of ethical assumptions about the relationship between leader and follower. Barnes' theory is clearly a preface to the essence of morally superior leadership. On-demand work by Abraham Maslow, research on value development of Milton Rocchi,