The Importance of Good Ethics and Leadership in Society

One of the most important, yet least understood phenomena on earth is leadership. The research was done to investigate leadership traits, activities, behaviour, and processes; yet, until Burns (1978), a few researchers were able to distinguish between leadership that is "transactional" and leadership that is "transformational." Transformational leadership, according to Burns, occurs "when one or more persons engage with others in such a way that leaders and followers raise one another to higher levels of motivation and morality".

The purpose of this study is to investigate the nature of transformational leadership; to learn what drives, motivates, and concerns leaders who facilitate transformation; we are also going to delve into some other types of leadership and see their influences in order to gain a useful understanding of these leadership types.

Transactional –transformational paradigm. Transactional-transformational paradigm views leadership as either a matter of contingent reinforcement of followers beyond their self -interest for the good of the group, organization or society by a transformational leader. Does the transactional-transformational leadership paradigm transcend organizational and national boundaries? ‘' yes and yes ", it does go beyond organizations cultures, nations and boundaries. However, Bass considers that "transformational leadership is not a rare phenomenon, limited to a few extraordinary leaders, but, on the contrary, it can be found in various degrees in all kinds of groups and organizations" (Bass, 1985) ( olero, F., Cuadrado, I., Navas, M., & Morales, J.. Relations and effects of transformational leadership:2007). There is a universality in the transactional-transformational leadership. There is so much evidence to prove this, here are a few of them, to bolster the universality point of view.

First of all, leadership is a general phenomenon no society functions without a leader or some form of leadership. Now a lot of organizations implement it because it boosts work productivity and an effective work environment. Also with the advent of media and globalization of industry, the task of spreading this system is easier.

A second point would be the predominance of knowledge work in the 21st century.it requires more envisioning, enabling and empowering leadership of which are central to transformational leadership as defined by Kouzes and Posner (1987).

Inspirational Motivation

This is the degree to which a leader articulates a vision that appeals and inspires the followers to be able to put forward his vision. Leaders with inspirational motivation challenge followers with higher standards, communicate this vision and are optimistic about future goals and provide meaning for the task at hand. There is a need for followers to have a strong sense of purpose if they are to be motivated to act on the vision. Purpose and meaning provide the energy that drives a group forward. The visionary aspects of leadership are supported by communication skills that make the vision understandable, precise, powerful and engaging. There is a willingness of followers to put in more effort in their tasks and duties, they are persuaded and encouraged to be optimistic about the future and believe in their abilities (Bass, 1985).

Martin Luther King Junior is an epitome of inspiration. He inspired many by his speeches putting people into action. Before his assassination, Martin Luther King Junior challenged the status quo by inspiring a "world house" mentality ,he believed in a society where people live together – ‘'black and white, Easterner and Westerner, jews and gentiles , Catholic and Protestant, Muslim and Hindu -- a family unduly separated in ideas, interest and culture who, because we can never again live apart, must learn somehow to live with each other in peace ‘' . Until there is a transformation of this world-wide neighbourhood into a global community, learning to live together as sisters and brothers, Martin Luther King said, "together we will be forced to perish as fools". Martin Luther King believed in equality and inspired many to believe in equality, non-violence and love.

Transformational leadership

Transformational leadership influences organizational performance through organizational learning and innovation. It immensely does specifically through transformational leadership, fuelling organizational learning by promoting intellectual stimulation and providing inspirational motivation and self-confidence among organization members (Coad and Berry, 1998). The transformational leader will be a catalyst, a mentor, a facilitator and a trainer in organizational learning. He or she encourages shared mental models in technological organizations that favour continuous learning and facilitate technological learning and the use of new technologies (Senge et al., 1994). With the transformational leadership, an organization committed to learning increases its organizational innovative capability because the organization is less likely to miss the opportunities that emerging market demand creates. Such organizations have the ability and knowledge to anticipate and understand customer needs, possess more and better state-of-the-art technology, and use that technology to innovate. They also have a stronger capacity to understand rivals' strengths and weaknesses and thus to learn from their successes and their failures and to generate greater innovative capability than competitors (Calantone et al., 2002).

The primary aim of organizational learning is to enhance performance quality and quantity so through the influence of transformational leadership this will allow the firm to increase and improve sales; to achieve more support; and to create, maintain and enlarge its customer base. Furthermore, learning quickly increases strategic capability, enabling them to sustain a position of competitive advantage and improve their results in this organization. These attitudes, behaviours, and strategies of organizational learning will guide organizations to a more superior and long-term existence. Transformational leaders appeal to higher values and aspire for greater heights, are leaders who challenge the status quo, individuals, organizations, and societies to make orderly and principled decisions that raise the consciousness of individuals, transcend opposing perspectives or serve the common good. Mother Teresa and the Missionaries of Charity is a very good example she and her charity helped save children left for dead. Under her guidance, the Sisters of Charity ministered to the sick and hungry of Calcutta, showing and showering love and food on all who came to the mission's doorstep. Embodying their deepest spiritual values by accepting all sick and needy children, trying to restore their physical health, and giving them hope along the way. Louise L. Reiver (1989) reports that: ‘'Sometimes the children come into us so far gone from lack of nutrition that they are frail little wisps with stick-like arms and legs, bloated bellies and the thin orangey hair and yellowed skin symptomatic of Kwashiorkor. Despite the loving and attentive care given to these children of poverty... sometimes the struggle to live is too much. Whenever one of these anonymous little souls is called to God we all grieve, although we know that, at the last, they were loved and treasured and held in warm and gentle arms ‘' Mother Teresa was an exceptional leader who exhibited charisma and had the ability to inspire the members of her order to transcend their own self-interests to achieve the vision.

Mother Teresa is not just a good but an ultimate example of the transformational leadership model for helping others to aspire and attain high levels of performance not just for self but also the organization. Through her actions and dedications, she motivated many people to contribute to helping the poor of the world, when otherwise those same people would never have helped the poor in any way. Thus, Mother Teresa of Calcutta embodies what it means to be a transformational leader. The transformational leadership style will have a positive impact on organizational outcomes because transformational leaders are assumed to stimulate followers to perform beyond the level of expectations therefore, it seems likely that transformational leaders, by stimulating organization citizenship behaviour It builds morally sound and ethical employees which in turn bolsters and produces positive organizational outcomes. Transformational leadership creates organizational citizenship behaviour performance is described as non-obligatory, voluntary behaviour by an employee, which exceeds the employee's normal work duties and is not associated with any type of organizational reward system (Organ, 1990) transformational leadership on personal (follower) outcomes is actually a leadership that impacts positively in terms of empowerment, commitment, self-efficacy beliefs, in a study carried out'' transformational Leadership had the strongest correlation with Extra Effort and supports the concept that subordinates prefer to exert Extra Effort when led by Transformational Leadership''.( A STUDY OF THE MANAGEMENT LEADERSHIP STYLE PREFERRED BY IT SUBORDINATES Bennett, T. M. 2009).

Job satisfaction, trust, and motivation, all this are improved and acquired through transformational leadership style. When we examine job satisfaction in the context of transformational leadership, predictions can be suggested. First, transformational leadership might intrinsically foster better and boost job satisfaction given its ability to impart a sense of duty wiliness to accomplish a mission and intellectual stimulation. Also, transformational leaders push and engage the followers into taking on more responsibility thereby creating stability and autonomy. Followers are empowered by the vision formed by the transformational leader and also by the signals the leader sends regarding their abilities to achieve that vision (Eden, 1992). Some writers maintain that workplace trust is developed majorly through an organization's leaders (Creed & Miles, 1996; Fairholm, 1994; Shaw, 1997).

Workplace trust is built gradually which reflects in the personal life of the follower. ‘'Bass's model proposes that transformational Leadership will contribute more to a follower's or worker's extra effort in doing the work, Effectiveness of getting the job done, and Job Satisfaction with their management'' (Journal of Organizational Culture, Communications and Conflict Bennett, T. M. 2009) ConclusionThe effect of the transformational leadership style on organizations and personal life of the followers, employees or workers is very impactful to say the least, light was thrown on the transactional leadership and the combination of both leadership styles (transactional transformational leadership) ,In this study we could see the positive results this combination style promotes. We could see examples of some transformational and inspirational leaders which through their actions and qualities in this study reflected higher levels of consciousness, pursued different values, depended less on instrumental and interpersonal skills, and used more imaginal and systems skills. The study demonstrates, therefore, that transformational leaders do reflect a different worldview (consciousness), different values, and different skills than other leaders. Hence bring about change wherever they are.

References

Schmidt, J. E. (1993). Transformational leadership: The relationship between consciousness, values, and skills (Order No. 9412221). Available from ABI/INFORM Collection. (304046270).

Francis, U. C., PhD. (2017). TRANSFORMATIONAL AND TRANSACTIONAL LEADERSHIP STYLES AMONG LEADERS OF ADMINISTRATIVE MINISTRIES IN LAGOS, NIGERIA. Ife Psychologia, 25(2), 151-164.

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Víctor Jesús García-Morales, María Magdalena Jiménez-Barrionuevo, Leopoldo Gutiérrez-Gutiérrez,Transformational leadership influence on organizational performance through organizational learning and innovation, Journal of Business Research, Volume 65, Issue 7,2012,Givens, R.J.. (2008).

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Bennett, T. M. (2009). A STUDY OF THE MANAGEMENT LEADERSHIP STYLE PREFERRED BY IT SUBORDINATES. Journal of Organizational Culture, Communications and Conflict, 13(2), 1-25.