Essays on Positive Organizational Behavior Essay

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The paper 'Positive Organizational Behavior' is a great example of a Management Essay. The direction that an organization takes and its level of success relies on the quality of leaders that such an organization has. Effective leadership can be seen from a different perspective (Linstead, Fulop, & Lilley, 2009, p. 38). To begin with, it is vital that the mode of decision-making in the organization ensures that the best interests of the organization are taken care of. Effective decision making is achieved by having a process that is consultative, inclusive, and timely.

In the modern world, the manner of conducting business has taken center stage. It is therefore imperative that an organization ensures that the decisions that are made meet the ethics threshold (Judge & Kammeyer, 2012, p. 163). There are many successful organizations that have been brought down to their knees owing to change of guard at the leadership position and this serves to underline the critical role that leadership plays in determining that not only does that organization rise but the level to which the organization rises. It is against this background that this essay examines the link between effective leadership, decision making, and ethical management both in theory and practice.

The essay attempts to give an answer to the question regarding the number of leaders that are required so that an organization can have its decisions made ethically. Discussion From the essay, it is going to become evident that leadership works through influencing the actions of those that one is in charge of. The goal of leadership is, therefore, to ensure that followers do what the leaders would want doing in the organization.

Where ethical leadership exists then there exists respect for the dignity and rights of the people affected by the decisions of an organization (Linstead, Fulop, & Lilley, 2009, p. 41). Leadership has social power and it is this power that becomes important when determining whether leaders have the required influence on the people. Ethical leaders must have high levels of integrity and this is seen in their ability to be trusted. Being trusted translates to more confidence in the leader from his or her subordinates. An ethical leader should necessarily have values, beliefs, and make decisions that are consistent with a person of integrity (Bakker & Schaufeli, 2008, p. 148). According to Lufthansa Avolio (2009, p. 293), ethical leaders tend to have their focus on the people.

Ethical leaders are careful as to how the decisions they make affect other people. An ethical leader seeks to achieve the greater good rather than achieving their own self-interests. A leader of integrity should influence his followers to have the group’ s interest take priority above individual interests. An ethical leader should in essence be a motivator to his or her followers.

An ethical leader is therefore expected to stimulate his followers to achieve a given goal that the organization seeks to achieve. Ethical leadership should result in followers who are competent and who attain self-sufficiency (Cole, 2004, p. 41). Ethical leadership is very important when it comes to communication within the organization. In business, the leader should have as their guiding considerations how others are to be affected by their decisions and not merely how the decisions they make are going to be beneficial to them (Davidson & Griffin, 2006, p. 28).

For one to be considered a good leader, they should have values that distinguish them as ethical and this should be seen through their actions and their leadership style. When required to pass certain information, an ethical leader is required to give information that is accurate and should not hold back any piece of the information which they are required to communicate. Some of the behavior which passes for unethical includes making personal use of office supplies. Other unethical behavior includes telling deliberate lies either to colleagues or the businesses' clientele.

It is common to find organizations developing ethical codes that guide what is acceptable or not acceptable to members of the given organization (Luthans & Avolio, 2009, p. 294).

References

Bakker, A. & Schaufeli, W. (2008). Positive organizational behavior: engaged employees in flourishing organizations. Journal of Organizational Behavior, 29(2): 147-154.

Cole, G. A. (2004). Management theory and practice. London: Thomson Learning.

Davidson, P., & Griffin, R. (2006). Management: An Australasian perspective (3rd Ed.). Milton, Qld, Australia: John Wiley & Sons.

Easterby-Smith, M., Lyles, M. & Tsang, E. (2009). Inter-Organizational Knowledge Transfer: Current Themes and Future Prospects. Journal of Management Studies, 45(4): 677- 690.

Janssens, M. & Steyaert, C. (2009). HRM and Performance: A Plea for Reflexivity in HRM Studies. Journal of Management Studies, 46(1): 143-155.

Judge, T. & Kammeyer, J. (2012). General and specific measures in organizational behavior research: Considerations, examples, and recommendations for researchers. Journal of Organizational Behavior, 33(2): 161-174.

Linstead, S., Fulop, L., & Lilley, S. (2009).Management and organization: A critical text (2nd Ed.). Hampshire, NY: Palgrave Macmillan.

Luthans, F. & Avolio, B. (2009). The “point” of positive organizational behavior. Journal of Organizational Behavior, 30(2): 291-307.

Robbins, S., Bergmen, R., Stagg, I., & Coulter, M. (2009). Foundations of Management. (3rd Ed.). French Forest, NSW, Australia: Pearson Education.

Starkey, K., Hatchuel, A. & Tempest, S. (2009). Management Research and the New Logics of Discovery and Engagement. Journal of Management Studies, 46(3): 547-558.

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