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A leader has in his disposal certain tools that he uses to achieve target results and certain limitations in terms of his conduct. This study focuses on how a leader should use these tools and abide by professional ethics to gain most respect from the group and obtain target results in a most efficient manner.Leadership is an observable, learnable set of skills and qualities. Leadership has a purpose and goal and it has so much to do with group efforts. To become a leader, one must first have a mission, an honest desire to improve and a clear picture of desirable leadership qualities. It is important to articulate that there is no correct way to lead and respected leaders come in many personality types.


A leader can be defined as someone who has followers. A respectful leader is defined as a person who inspires and motivates and those who know how to bring out the best in themselves while at the same time helping organizations to thrive and grow. Leaders are also people who help organizations to cope with change and opportunity by focusing on vision, network building, and the relationships needed for a strong organizational future. A leader must have vision and it is natural for as leader to be a person who is primarily future oriented. Leadership is defined as the ongoing process of building and sustaining a relastionship between those who aspire to lead and those willing to follow (Ricketts 100).

To earn respect leaders must have personal leadership abilities to establish a specific direction for life, commiting in moving in a specific direction, and taking the required action to accomplkish whatever that goal demands. Ortganizationsl leadership deals with producing change, setting the direction of that change. Leadership can be defined as the process by which leaders and followers work together to achieve mutual goials. Other scholars define leadership as a process of transformative change where the ethics of indfivioduald are integrated into the mores of a community as a means of evolutionary social development. Ricketts says that leadership is about doing adaptive work which consiste of the learning required to address conflicts in the values people hold (120).

Leadership Theories, Types and Styles

A leadership style is how someone behaves when he or she is trying to influence the performwnce of others. Masters and Wallace noted that a leadership style is the way one supervises or works with others (345). There are three basic leadership styles which include laissez-faire, democratic and autocratic. A laissez-faire leader gives responsibility to followers to carry out their duties without a great deal of direction or close supervision (Masters and Wallace 346). In this leadership sytle, the leader sets goals and provides information and guidance when asked, but allows employees to determine how to reach the goals. A democractic leader encourages followers to participate in solving problems and making decisions and practices moderate control over the followers. In this leadership style the leader welcomes suggestions from followers but still makes the final decision and accepts responsibility for outcomes. An autocratic leader makes plans and decisions alone, telling followers what to do and when and how to do things. In the autocratic leadership style, the leader expects followers to do as they are told and does not seek opinion and ideas from the group (Masters and Wallace 346).

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There  are other types of leadership styles which include charismatic, transformational and servant leadership. Charasmatic leadership styles has to do with inspiring people to follow a leader with extraordinary devotion and loyalty. Masters and Wallace noted thast transformational leadership is based on the personal vision  and passion a leader may have that inspires and transforms others (346). In a transformationbal leadership style the leader inspires followers to act in the interests of the group, helping and supporting each other and working in harmony toward a common goal. Situational leadership style is used by a leader based upon the situation, the qualities and abilities of the followers and the task in question (Masters and Wallace 346)

A visionary leadership style relies heavily on the emotional intelligence competencies of self-awareness, self-confidence, and empathy. In particular empathy is significant as the visionary needs to understand where people are in order to help them connect to the bigger picture. Vision casting is an important emotional intelligence competency for visionary leadership. The visionary leadership style is utilized by leaders who motivate the organization around vision which is innovative and exciting for the organization. Visionary leadership has much to do with the perceived value of the leader to the organization and so its members. As a visionary leader I display flexible or versatile problem solving skills (Goethals et al, 1617). They are effective at gathering, processing, and distributing information to the organization so that appropriate responses can be carried out.

There are six throries of leadership which include great man, trait, behavior, contingency, influence and rational theories. Daft (20) says that great man leadership theory is the granddaddy of leadership concepts. In this theory, leadership was conceptualized as a single “Great Man” who put everything together and influenced others to follow along based on the strength of inherited traits, qualities and abilities. Trait leadership theory rlied upon the attributes of a leader such as intelligence or energy that distinguished them from non-leaders and contributed to success (Daft, 20).

Behavior theories of leadership is interested at how a leader behaved toward followers and how this correlated with lwadership effectiveness or ineffectiveness. The idea behind contingency theories is that leaders can analyze their situation and tailor their behavior to improve leadership effectivess. Daft (21) says that situational theories emphazise that leadership cannot be understood in a vaccum separate from various elements of the group or organizational situation. The influence theories of leadership examines influence processes between leaders and followers. Daft (21) noted that leaders influence people to change by providing an inspiring vision of the future and shaping the culture and values needed to attain it. Relational theories, leadership is seen as relational process that meaningfully engages all participants and enables each person o contribute to achieving the vision. Interpersonal relationships are seen as the most importrant facet of leadership effectiveness.    

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Tools of that Leaders can use to Earn Respect

There are ten tolls a leader can use to earn respect from the followers and other people in the organization. These tools include developing a vision, coming up with  ther right schedules, seting the objectives of the company, having exceptions and expectations, ensuring a high performance, putting in place the right reward and providing the right training for the workers or followers. To earn respect leaders must have a vision for the organization or people they are leading. A leader should have an ideal image of what could and should be in an organization. Daft (407) says that it is important for leaders to produce quick and highly visible improvements to boost morale, keep people committed to larger changes and keep followers focused on the vision. Through vision leader earn respect because they have the ability to connect it to current or past events. Visionary leaders see past, present, and future as different fibers of a single, continuous thread (Daft, 407).

Leaderes earn respect through rsik taking. They are not afraid to set out and break new ground. Leaders should actively create change by encouraging and rewarding creativity and risk-taking. Leaders should be encouraged to take on risk-taking where and defy the outside forces if necessary to pursue a promising idea. Daft (436) says that leaders should encourage risk-taking and accept that future is sometimes necessary collateral of progress. Leaders should be more willing to take risks. Successful leaders should be risk-takers and view themselves as optimists.

Good scheduling skills help leaders manage those organizational activities by clearly showing what tasks are currently in progress, who is working on them, and how close they should be to completion. Schedules also let leaders earn respect because they are able look into the near and farther term futures of their projects. Armed with scheduling knowledge leaders can ensure resources are available, adjust schedules and tasks and anticipate, analyze and address potential problems. Leaders should have good scheduling skills through knowing that staff needs are in part related to work design, the prudent leader looks for ways to redesign work to reduce staffing needs. Marquis and Jorgensen noted that the leader should keep abreast of changes in community and national trends and use contemporary methods of scheduling his employees (415).

To earn respect, leaders must understand budgeting and understand their role in fiscal planning obligations to achieve the goals of the organization.The leaders must be able to predict the financial requirements of the organization and align them with other functions of planning, controlling, organizing and leading. Marquis and Jorgensen say that leaders ought to understand the organizational needs through resource allocations to ensure smooth running of the organization (230). Leaders have to be dexterous in the supervising features of financial resource planning. Leadership ability should allow individuals to engage all suitable players in coming up with the financial plan. Marquis and Jorgensen established that leaders should be experienced so as to be able to foresee financial plan constrictions and take the required action in advance (230).

Research shows that the amount of control that a leader has determines which type of leadership is more effective. Leaders enjoy high situational control when they have good relations with their staff, a position of power, and a clearly structured task. On the other hand, leaders demonstrate low situational control when they have poor relationships with their staff, limited power and their tasks are not clearly defined. Daft (23) says that leaders should adopt a trend of giving up control in the traditional sense. To earn respect leaders should emphasize on relationships and networks and networks and they influence others through vision and values rather than power and control. Respect in an cannot be earned by embracing too much control over the organization, leaders should create a shared culture and values within the organization, helps others grow and reduce boundaries in the organization (Daft, 23).

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A respectedleaders should have good intellectual ability, knowledge and technical competence. Effective leaders should have the quality of good problem solvers and knowledgeable about the business or technology for which they are responsible. An assessment of the qualities and behaviors of the effective translates into the idea that these same positive qualities of a leader will facilitate his or her effectiveness in comparable settings, such as customer service departments in different organizations (Dubrin 340). To earn respect leaders should be more concerned about the needs of their constituents so they usually show qualities such as patience, honesty, good listening skills, and appreciation of others. 

In order to earn respect leaders should use their influence to drive organizational members to achieve the setobjectives. Leaders should be engaged in setting the objectives of an organization and laying down policies and plans of implementing the objectives. Objectives are specific statements of goals to be accomplished (Dubrin 340). A respected leaders must ensure that their objectives are selective rather than global and multiple rather than single to balance a wide range of need and goals related to the service of clients. Leaders should make exceptions of themselves at varying degrees when leading organizations. Price noted that while leaders certainly face the same impediments that the rest of people in organizations face when it comes to determining the conditions under which exceptions are justified (90). A respected leader ensures that the exceptions that he or she make of themselves are morally justified in matter of how competing reasons from the various moral theories are incorporated within a normative theory of leadership.    

A leader through clarifying and honoring his or her expectations he can eventually build trust with the members of the organization and hence earn respect (Daft 480). It is important to note that leader’s expectations of followers act as self-fulfilling prophecies and increase followers motivation and performance. To earn respect top leaders in high-performing organizations create a powerful vision that focuses and energizes the workforce. Blazey noted that leaders engage workers to drive change and innovation (9). Respected leaders should create a work climate that enables employees to develop and use their full potential to improve continually the way they work-to seek higher performance levels and reduce activities that do not add value or optimize performance (Blazey 10).

Management by wandering around (MBWA) is an important factor that helps leaders to earn respect and provides a key skill that leaders can effectively use. MBWA fosters follower to leader communication and an open and penalty free dialog. Perry says that MBWA creates and reinforces a high level of teamwork morale, and recognition for the end results achieved in the workplace (233). In order to earn respect leaders must ensure that there is a dyadic relationship that leaders have with their individual followers. Respected leaders ensure that there is a complex moral relationship between people, based on trust, obligation, commitment, emotion and a shared vision of the good. 

Reward is an important element of what leaders offer to employees. To earn respect leaders must learn what is valued most in an organization by watching what attitudes and behaviors employees are paying attention and ensuring that they get the right reward (Daft 482). The leader should make clear what one can expect to receive when performance goals are achieved. To earn respect among the followers leaders should be in the forefront in employee recognition. This follower centered recognition process can be based on person prototype, a comparison which is fundamental to implicit leadership theory. Dubrin (340) noted that organizational leaders do not require high degree of recognition. Respected leasder understand how to carefully recognize their employees. Leaders consciously build a positive image for themselves for followers. Leaders should reflect their recognition in their work lives and present the desired image of the organization.

Ethics in Leadership

For leaders to earn respect from their followers, they should be honest, have intergrity and be truthful. A leader becomes respectful when he or she is caring, responsive and empowers his her followers to the right direction. Leader earn respect when they keep alive values that are not so easy to embed in laws. Honsety is an important aspect which helps leaders to earn respect. If a leader demonstrates her commitment to being truthful and forthright, it can become contagious. Leader’s honesty is always a sign of strength and provides and ethical direction for organization. Believing it is a weakness is actually a character flaw in an insecure person who will remain a follower at best Daft (480).

Integrity is an important factor that leaders should exercise in order to earn respect from their followers and other people. Integrity refers to striving to live up to a code of rules or moral values. When a leader is said to have integrity it means that he or she possesses in some degree all the values related to dedication, assertviness abd fidelity. Integrity helps ethical leaders to make the right decision. Integrity healps leaders to stic to their principles and if necessary be ready to leave the organization if its corporate governace system is so flawed that it is impoosible to make the right choice.

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To earn respect leaders must stand for the right values. Leaders should teach individuals who want ro do the right thing regarding corporate values and ethical codes and equip them with intellectual  skills to address the complexities of ethical issues. By standing up for values, leaders demonstrate that having shared values requires a mutual commitment to aligining words and deeds fore everyone. To earn respect, leaders should have the passion to do right. This is the glue that holds ethical concepts of leaders together. Leaders should develop this trait so as to alleviate human suffering, to  advocate human prosperity, to resolkve conflicts of interest fairly and logically, to praise the good and punish the guilt. Having the passion to do the right indicates a ethical characteristic of not only recognizing the importance of ethical behavior but also the willingness to face challenges and make tough choices as a leader.

The concept of ethical decision making should be part of an effective leader. Leaders earn respect by recognizing the ethical sensitivity of the individual or work group that triggers the ethical decision making process. Leadership styles and habits promote an orgfanizational ethical climate. Strong ethical leaders have a strong personal character that have a passion to do the right thing, are proactive, focus on stakehoilder interests are role models for organizational value, promote integrity, observe human rights and make transparent decisions.  


In conclusion, a respected leader creates organizational conditions that allow followers to pursue the goals and objectives of the organization. A respectful leaders should adapt to the structure of the organization so that followers can function efficiently and without unnecessary bureaucracy. They should select, train and acculturate followers who are willing and able to work toward the vision. To earn respect leaders should develop reward and recognition systems to motivate followers towards vision pursuit.Leaders earn respect by being non-judgemental, and impartial as an individual or group shares concerns and suggestions.

A respected leader must make ethical decisions, admit mistakes and prioritise what is best for his or her followers and the organization before their personal interests. A leaders must not only gain the respect of his or her followers but also provide a standard of ethical conduct. Through a good ethical behavior, leaders earn respect  because they are belived to have done what is right in the various situations they face and increase their moral and earned authority for the future in the process. 

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