Transforming Organization Through Value Based Leadership

INTERNATIONAL JOURNAL OF SCIENTIFIC & TECHNOLOGY RESEARCH VOLUME 9, ISSUE 01, JANUARY 2020Component of Authentic Leadership3.2 Authentic LeadershipAuthentic leadership expressed as a process thatcollaborates with the leader‘s positive capabilities andhighly stabilized organizational context. It positivelyencourages awareness and regulated behavior from bothleaders and followers which encourages positive individualgrowth and self-development (Xiangyin & Zheng, 2014).According to Xiangyin & Zheng (2014), explain that theauthentic leaders are optimistic, confident, future-oriented,hopeful, resistant, full of values, ethics, and give priority totheir followers or associates to lead as a leader. They alsocan transform followers into leaders with the help oftruthfulness towards his/her self, which positively increasesindividual, team and organization performance as a whole.May , Chan, Hodges, & Avolio (2003) Stated that, toconcentrate on the decline of the ethical and moral value inleaders, there is a requirement to focus on the creation offoundation through all constructive types of leadership andits enhancement, and they pointed on authentic leadershipdevelopment. Accordingly, there is a need for developingauthentic leadership as they observed the shimmeringlimitations in the event of leaders in moral and ethicalperspective. (George B. , 2003) described authentic leadersare those who have an ability to idea generation,understanding the idea, obsessed with reliable and fairvalues, recognized relationship, lead with full of energy andestablished self-discipline and self-control. Gardner, Avolio,Luthans, May, & Walumbwa (2005), emphasis thatauthentic leaders are known as the leaders who have atalent to recognize their views, needs, feelings,preferences, desires, beliefs and work without fail with theinner faith and values. According to Gardner, Avolio, &Walumbwa (2005), Hannah, Lester, & Vogelgesang (2005),Norman (2006) and May D. R., Chan, Hodges, & Avolio(2003) there are four components of authentic leadership(see in figure 2).Self-awarenessBalanced InformationProcessingAuthentic BehaviorRelational TransparencyFigure2: Component of Authentic Leadership3.2.1Self-awareness: It is the process in which anindividual continually observed and tries tounderstandother'suniqueness,strength,weakness, objective, values, desires, and beliefs,ISSN 2277-8616so he/she flourish individual's qualities, whichincrease productivity and profitability.3.2.2Balanced Information Processing: It is relevantself-esteem and non-self-esteem information,which dragged for the fair objective and integratedboth positive and negative aspects. In authenticleadership, leaders are engaged in balanced selfassessment and comparisons without anydiversion with single self-protective motive.3.2.3Authentic behavior: In positive practice, leadersacted with core and espoused values intend ofbonus, rewards, or avoiding punishments because,in authentic leadership, followers have a trustablerelationship with their leaders and followersreaction always based on the leader's action.Furthermore, authentic leaders are highly expectedto act with self-concept to take positive and ethicaldecisions.3.2.4Relational transparency: is thought of as opennessand suitable self-disclosure of individual‘semotions, motives, goals, objectives, and values.Transparency between leader and followerrelationship creates trust, which enhances theirworkability and reduces workplace conflicts inteam. Feedback and taking other suggestions inaction are useful exercises for buildingtransparency in relationship.Authentic leadership is an approach thatestablished trust environments for leaders; improved hopefor the betterment of future; consenting team members tofocus more positively on their strengths, thinking, selfawareness for their ethical decisions; and enhance thecomplete performance of followers.3.3 Ethical LeadershipEthical leadership is the definite form of leadership andfocuses on leader‘s behavior and separates personalcharacteristics, attitudes from the actual conduct (Ciulla,1995; Ciulla, 2005). According to Byun, Karau, Dai, & Lee(2018) ethical leaders, encouraging associations are thebenchmark for overall organizational efforts. It is notnecessary that the healthy relationship is built onagreement, but it also makes by trust and respect whichcreates main significant root for the success of theorganization. The ethical leaders develop and grow in thefertile soil of primary values, which are respect, trust,fairness, integrity, justice, honesty, compassion, and equity,etc. Covey (1991) suggested that all principles are knownas ―laws of the universe.‖ The ethical leaders understandthat these laws give harmony in life and organizations cancontinuously develop. Today ethical leaders work in I-Thourelationship‘s world, wherein any compelling circumstancesand situations the leaders have to behave with maintainingothers honor and respect for creating healthy relationships.The ethical leader understands the truth of ourinterconnectedness to each other, and that it is through ourwillingness to serve each other that we release ourcombined energy and potential to benefit the greater goodof which we are all apart. Brown & Trevino (2006) pointedthat as authentic and transformational leaders ethicalleaders are ―unselfishly encouraged, represent genuinecare and concern for individuals‖ and ―persons who makeethical decisions with honesty and become ideal for2836IJSTR 2020www.ijstr.org

INTERNATIONAL JOURNAL OF SCIENTIFIC & TECHNOLOGY RESEARCH VOLUME 9, ISSUE 01, JANUARY 2020supporters. Furthermore, Ng & Feldman (2015) discussedethical leaders practically worried for their supporters‘ethical behavior and distinguish their qualities fromtransformational and authentic leaders. Ethical leaders arein touch and set vast importance on the establishment ofstandards for ethical leadership and also emphasis foradhering to those values. In ethical leadership there aresome basic rules of conduct that are set rules, followed bythe ethical leaders (see in figure 3) (Freeman & Stewart,2006; Freeman, Martin, Parmar, Cording, & Werhane,2006).ISSN 2277-8616personality trends are in build, and they flourish with thelearning from mistakes and experiences circumstances.Table 1: Behavioral Qualities and Their PersonalityCharacteristics of Ethical LeaderPersonality Characteristics of an Ethical thorsJones(1995);Covey(2004);BrownM.E.(2007)Dolan e(1994)IntegrityFigure 3: Basic Rules for Ethical LeadersDefinitionLeadersmustrely on theirinner voice, aninternalcompassthatpoints them intheethicaldirection. Ethicalleadershipcomes with theterm ―Characterethics,‖thatunderstands notas of individualcharacter, but of―principles thatgovern theforms of conductwhich underlinethe sanctions orpunishments forchoosingbehaviorthatlives by to reachdesiredoutcomes in thewayoffinalvalues.A leader whoexhibits integrityis honest withhim/herself andfollowers, learnfrommistakesand continuouslyimproveshim/herself. Forpreventingdamagingethical lapses ��guiding values,aspirations andpatternsofthought in isJones(1995);Yukl,Gary A(2010)Humble,Concernedforthegreater PerspectiveMinkes,Small, &Chatterjee ompetitionAccording to the literature of ethical leadership, and anethical leader is made with his behavioral qualities andpersonality as shown in table 1. These qualities and2837IJSTR 2020www.ijstr.org

INTERNATIONAL JOURNAL OF SCIENTIFIC & TECHNOLOGY RESEARCH VOLUME 9, ISSUE 01, JANUARY 20204. KEY QUALITIESLEADERSFORVALUES-BASED4.1 Self-reflection: is a quality which essential for a personto recognize and estimate the fundamental values ofindividuals. An individual has to care about how theexperiences, learning, priorities, values, and principlesshape an individual's decisions, motivate persons andmanage differences. It enhances understanding ofindividual‘s life.4.2 Character: It is the blend of an individual‘s behavior andvalues which differentiated individual to others. Practically,the individual‘s personality identifies through efficiency,skills and leadership qualities in the family, team, public,and company. It means we recognize the right role in aperson by his qualities like honesty, capability, affection,and concern, vision, mission, motivation, etc. According todiscussion of Bhagavad Gita, Arjuna instructed by LordKrishna that a precise leader control 'Sattva' character thatis, honesty, and synchronization with nature, encouragingand virtuous.4.3 Balance: means the talent of the individual to analysiscircumstances from different points of view. An individualhas always to stay broad-minded and consider all thoughtbefore making decisions or measuring a condition. Thisattribute also means to attain a healthy work-life balanceand set examples for their followers.4.4 Self-confidence: It is a reality of an individual‘s behavior,and it is an essential element for achievement in life.Without self-confidence we are scared to obtain risks, andwe do not have guts to discover high pick while workingwithin the world. Self-esteem arises at a heart that hasbelief in the higher perception. That confidence will bring usto the forever enlightened condition of heavenly love, and itis a foundation of joy, as well as victory in life. It based onthe combination of which we are, what our purpose, andwhat we show to ourselves, to our families, and whole worldLeaders must be capable of recognizing strong points andweak points at the same time as systematic to develop theircapacities. Self-confident leaders are capable of taking helpwhen they are required and use their strengths to help theirfollowers and others.4.5 Humility: is a mannerism that helps an individual forkeeping their life in a different perception. It helps anindividual‘s capability to give respect to others and giveimportance to an individual‘s thought. An individual neverthinks that they are more knowledgeable to others ratherthan an individual should stay kind in the evaluation ofcircumstances. A leader never waits for achieving top ranksor authorities for becoming a values-based leader. Theystart their work for the other‘s help.In value-based leadership, many researchers identify manypersonalities or behavior trades, which helps in buildingleadership and these key qualities and there attributes aremention in table 2.AUTHORSATTRIBUTESKEY QUALITIESAronson(2001);Calabrese & RobertsWisdom, Experiences,Learning, Values, andSelf-Reflection(2002); Aga (2016)Barker & Coy (2003);Sarros& Cooper(2006);Bass&Steidlmeiera (1999);Skakon,Nielsen,Borg,&Guzman(2010)Pettman & Richard(2002);Barlow,Jordan, & Hendrix(2003); Keegan &Den Hartog (2004);Ahmed , Tahir, &Mohamad (2013)Field, R.H.G., 1989;Calabrese & odgorska & Pichlak,(2019)Crowne & n(2006) BadriHarun, Zainol, Amar,&Shaari(2016);Sharma,Aryan,Singh, & Kaur (2019)principlesHonesty and integrity,Capability,Affection,Concern, Vision andmission,Motivation,CourageControl, Co-operation,Acceptance, innovative,Sympathy,Communication, Opentorisk,Riskmanagement,Decision on,Empathy,Collaborative,Appreciative, SincerityISSN ble 2: Leader’s Key Qualities and Their Attributes5. THE IMPORTANCE OF VALUE-BASEDAn organization‘s life, development of healthy relationshipsare beneficial at three levels. It is essential forthe individuals because they daily come for doing work andbusies in deeds which plunge everywhere with reward ng. Value-based leadership is significant formaking decent relationships in the team; weather team isbig or small, official or unofficial, production-based, ormanagerial based, a healthy relationship is required amongall team members for pursuing profit and completion of taskin any situation. An organization is a society of individualsfunctioning collectively in an atmosphere of mutual respect,where individuals mature individually, feel satisfied and getrewards (emotional, financial and services) for their workexcellence. The success of any organization depends on acollection of relationships, whether they are internal andexternal, come under organization‘s control or influencethrough moral values. It starts with proper treatment withemployees make them satisfied and happy, so they sharetheir feelings for making positive relations with customers.In the same way, ethical leadership also make healthyrelationship with organization‘s contractors and suppliers forgaining benefit and profit by creating goodwill and providingservices. Organizations have some external socialresponsibilities by which organizations have to workethically for making their reputations as good corporatecitizens, maintaining their social responsibilities, andrepresent the wants to do social welfare according to law‘srequirement. If the organizations working whileunderstanding their ethical obligations and maintainingpositive relationships with the internal and external society2838IJSTR 2020www.ijstr.org

INTERNATIONAL JOURNAL OF SCIENTIFIC & TECHNOLOGY RESEARCH VOLUME 9, ISSUE 01, JANUARY 2020they achieve their vision, mission, profit, and goodwill,which means organization gets full support in the social andmarket also.6. DEVELOPMENTOFVALUE-BASEDLEADERSHIP: SUGGESTIVE MODEL ANDIMPLICATIONFigure 4: Development of Value-based Leadership:Suggestive ModelKnowing the importance of Value-based leadership for thesuccess of the organization has significant inferences forleadership expansion. For the success of business, it isclear that the leaders are main key to manage theemployees for attaining the vision of organization. Patricia(Aburdene, 2007) explains that ―The leadership that millionsof managers practice-quiet, modest, behind-the-scenesis more persuasive and more effective than the bold, heroicleadership we associate with CEOs and other top leaders.‖Badaracco (2002), stated that ‗An unconventional Guide toperforming the Right Thing,‘ makes the same point: ―Thevast majority of difficult, important human problems bothinside and outside the organizations, are not solved by aswift, decisive stroke from someone at the top. Whatusually matters are careful, thoughtful, small, practicalefforts by people working far from the limelight.‖ A dominantsubject in the writings on leadership is that it can and mustbe educated. The realization of enterprises big and smallISSN 2277-8616rests on seeing leadership as a set of abilities andcompetencies that can be cultured through learning andtraining. When it comes to moral leadership such educationmust take the procedure of deep individual reflection led bymaterials that sanitize the spirit of ethical principles as wellas leadership perceptions into precise qualities or features.Research has revealed that leaders who are moral, reliable,and transformational and have are liable, honest andvirtuous frames of orientation are more effective as leadersthan someone those who lack these values-centeredqualities (Brown & Trevino, 2006; Copeland, 2016). Thispoint needs to be endorsed among establishments andleaders and used as a motivation for those missing theseabilities to reflect the merits of emerging values and valuebased leadership performances. Its emphasis on leadershipimprovement should be on constructing leaders in thecenter who have personal moral competency, who areworthy models for individuals around them, and who canallow and empower other individuals to get the effort donein methods that promote synchronization, harmony andsustain good relations. These demands for leadershipimprovement specifically concentrate on training moralleaders all through the organization. There are more or lesstangible steps almost how best to progress ethical leaderswithin the structure that most comprehensive big businessfinds them. The primary step is to get life to a dialogueabout how the organization paybacks its shareholders andabout considering the organization‘s standards. All of thisdoesn‘t need to be a proper program. It may perhaps be asornate as town hall gatherings. Or, as one supervisionsuggested to us, we could have a ―morals‖ or―stakeholders‖ minute at most conferences. Manybusinesses organizations have leadership developmentcourses. These courses need to be reinforced by includingthe idea of ―moral leadership.‖ It is not required to use theprecise principles we have established, but businesses canmark them better by involving participants in a discussionabout what they see as ―moral leadership.‖ Managers canadvance shared conversations and formations of how―moral leadership‖ can be instigated in their specificcompany. Managers need to work out how to have―challenge assemblies,‖ routine procedures where anybodyin the group can raise a challenge about how it is, or it isnot the company is living its values or its initiative strategymethodology. Without the capability to encounter authority,there can be no such object as exact moral leadership —lots of fear that an archaism would be the product of such amethod. Our understanding is just contradictory. Ethics,purposes, values, an enterprise methodology-all convey awell-organized way to consider how to create the businesssuperior and more active and support to progress selfimportance in the organization.7. CONCLUSIONHistory has verified that leaders are deficient in value-basedleadership, and its dimensions can have se

TYPES OF VALUE-BASED LEADERSHIP 3.1 Transformational Leadership In 1978, James MacGregor Burns introduced the transformational leadership in his research on political leaders. The importance of transformational leadership spread into organizations and in management systems with further modification by Bass and Avalio (Jung & Sosik, 2002).