Th-SYM-2688-3 - The Dynamic (In)Congruence Between Leader And Follower Moralization

Leadership Development
Thursday May 18   04:15 PM to 05:15 PM (1 hour)
Leadership and management
Leadership Development
The dynamic (in)congruence between leader and follower moralization
O. Solinger 1,*, P. Jansen 2 on behalf of EAWOP17-SYMPOSIUM-2688, K. Kalshoven 3, E. Schmid 4 on behalf of EAWOP17-SYMPOSIUM-2688 and EAWOP17-SYMPOSIUM-2688
1VU University Amsterdam, Amsterdam, Netherlands, 2VU University Amsterdam, Amsterdam, Germany, 3Amsterdam Center for Integrity and Leadership:ACIL, Amsterdam, Netherlands, 4Technische Universität München, München, Germany
Main Abstract Content:         - State of the Art
The current ethical leadership literature has the focus on the role of followers in ‘moralizing’ leader behaviors by defining ethical leadership as the demonstration and promotion of behavior that is positively ‘moralized’ by followers – in that it is perceived or framed as morally “right”. The problem is that leaders and followers do not necessarily align in what is moralized, that is, whether they apply moral vs. amoral frames to situations.
        - New Perspectives/Contributions
To better understand the dynamic interactions between leader-follower moralization, we develop a life cycle theory of ethical leadership. First, four types of situations in the leader-follower relationship with regard to ethical leadership are distinguished: moral courage, affirmed ethical leadership, moral hypocrisy, and amorality. Next, the follower-leader moralization process changes over time, therefore we apply a sequence of four dynamic shifts where leaders are expected to transition from one state to the other.
        - Research/Practical Implications
This insight is especially relevant in the case of ethical leadership, since much of the problems we are currently facing as a result of a lack of ethical leadership in organizations have systemic and dynamic (rather than individual or dyadic) origins and effects.
        - Originality/Value
By emphasizing framing as a key mechanism in ethical leadership, life cycle theory provides a logic that explains how micro level leadership processes and macro level processes of institutional change are intertwined.


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