In 1978, Burns had handled this possible bitter aftertaste by describing the
transforming leader as one who not only moved followers up on Maslow’s
hierarchy, but also moved them to transcend their own self-interests, presumably
including their own self-realization. Williams (1994) showed that transformational
leaders display more citizenship behaviours such as altruism,
conscientiousness, sportsmanship, courtesy, and civic virtue, as well as imbue
their subordinates with these same values.
Avolio and Bass (1991) chose to substitute for the term “charisma”, in training
and elsewhere, the term idealized influence, that is, being influential about ideals.
At the highest level of morality are selfless ideal causes to which leaders and
followers may dedicate themselves. Serving one’s country to the best of one’s
abilities can be a powerful motivator.
We need to investigate the potential conflict of the would-be transformational
leaders’ motivation to achieve and self-actualize while focusing their efforts for
the greater good for group, organization, or society. The resolution may lie in the alignment of personal principles with those of the group, organization, and
society. One paradox for us may be that as we push the transformational process,
particularly focusing on development of followers, we may shortchange the
transcending of followers’ self-interests. The transformational leader needs to do
both by aligning the followers’ self-interests in their own development with the
interests of the group, organization, or society.
A related example concerns military officers who are faced with threats to
their careers if, as they obey their code of honour, they notify authorities of
unethical behaviour they observe in fellow officers. For in doing so they violate
the quality of relationships they are expected to maintain with fellow officers in
order to conform to a principle enunciated in the honour code. Whistle blowers in
any organization often must choose as a matter of conscience between revealing
unethical or illegal behaviour in others and avoiding risks to their achieving their
career goals.
In 1978, Burns had handled this possible bitter aftertaste by describing the
transforming leader as one who not only moved followers up on Maslow’s
hierarchy, but also moved them to transcend their own self-interests, presumably
including their own self-realization. Williams (1994) showed that transformational
leaders display more citizenship behaviours such as altruism,
conscientiousness, sportsmanship, courtesy, and civic virtue, as well as imbue
their subordinates with these same values.
Avolio and Bass (1991) chose to substitute for the term “charisma”, in training
and elsewhere, the term idealized influence, that is, being influential about ideals.
At the highest level of morality are selfless ideal causes to which leaders and
followers may dedicate themselves. Serving one’s country to the best of one’s
abilities can be a powerful motivator.
We need to investigate the potential conflict of the would-be transformational
leaders’ motivation to achieve and self-actualize while focusing their efforts for
the greater good for group, organization, or society. The resolution may lie in the alignment of personal principles with those of the group, organization, and
society. One paradox for us may be that as we push the transformational process,
particularly focusing on development of followers, we may shortchange the
transcending of followers’ self-interests. The transformational leader needs to do
both by aligning the followers’ self-interests in their own development with the
interests of the group, organization, or society.
A related example concerns military officers who are faced with threats to
their careers if, as they obey their code of honour, they notify authorities of
unethical behaviour they observe in fellow officers. For in doing so they violate
the quality of relationships they are expected to maintain with fellow officers in
order to conform to a principle enunciated in the honour code. Whistle blowers in
any organization often must choose as a matter of conscience between revealing
unethical or illegal behaviour in others and avoiding risks to their achieving their
career goals.
การแปล กรุณารอสักครู่..