An elderly carpenter was ready to retire. He told his employer-contractor of his plans to leave t... more An elderly carpenter was ready to retire. He told his employer-contractor of his plans to leave the house-building business and live a more leisurely life with his wife enjoying his extended family. He would miss his paycheck, but he needed to retire. They could get by. The contractor was sorry to see his good worker go and asked if he could build just one more house as a personal favor. The carpenter said yes, but in time it was easy to see that his heart was not in his work. He resorted to shoddy workmanship and used inferior materials. It was an unfortunate way to end his career. When the carpenter finished his work and the builder came to inspect the house, the contractor handed over the house key to the carpenter. "This is your house," he said, "it is my parting gift to you." What a shock! What a Shame! If only he had known he was building his own house, he would have done it all so differently. Now he had to live in the home he built none too well.
Authentic leadership is defined in large part by evidence of morality in the leadership influence... more Authentic leadership is defined in large part by evidence of morality in the leadership influence process. A highly developed moral leader is expected to act in concert with his or her self-concept, to achieve higher levels of agency to make the ''right'' and ''ethical'' decisions. Moral leadership is developed through a highly developed self-concept, and supported by heightened abilities of meta-cognitive and emotional regulation. These cognitive structures and abilities help leaders to activate moral solutions cross-situationally during leadership episodes. Moreover, we posit that a leader who is perceived by followers as morally authentic and imbued by altruism and virtuousness will be afforded greater influence and have increased positive effects on followers and organizations.
An elderly carpenter was ready to retire. He told his employer-contractor of his plans to leave t... more An elderly carpenter was ready to retire. He told his employer-contractor of his plans to leave the house-building business and live a more leisurely life with his wife enjoying his extended family. He would miss his paycheck, but he needed to retire. They could get by. The contractor was sorry to see his good worker go and asked if he could build just one more house as a personal favor. The carpenter said yes, but in time it was easy to see that his heart was not in his work. He resorted to shoddy workmanship and used inferior materials. It was an unfortunate way to end his career. When the carpenter finished his work and the builder came to inspect the house, the contractor handed over the house key to the carpenter. "This is your house," he said, "it is my parting gift to you." What a shock! What a Shame! If only he had known he was building his own house, he would have done it all so differently. Now he had to live in the home he built none too well.
Authentic leadership is defined in large part by evidence of morality in the leadership influence... more Authentic leadership is defined in large part by evidence of morality in the leadership influence process. A highly developed moral leader is expected to act in concert with his or her self-concept, to achieve higher levels of agency to make the ''right'' and ''ethical'' decisions. Moral leadership is developed through a highly developed self-concept, and supported by heightened abilities of meta-cognitive and emotional regulation. These cognitive structures and abilities help leaders to activate moral solutions cross-situationally during leadership episodes. Moreover, we posit that a leader who is perceived by followers as morally authentic and imbued by altruism and virtuousness will be afforded greater influence and have increased positive effects on followers and organizations.
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