Reference no: EM131737658

Post #1

Leaders can take on many forms, and exhibit innumerable traits and characteristics, implementing directives, and facing complex challenges that often influence and "determine the ethical direction of an organization" (Johnson, 2016, p. 487).

Moreover, "there can be no leaders without followers," who function as a catalyst of success for leaders, by maintaining "the status quo or to work for change, to obey commands or to object, to draw attention to wrongdoing or to keep silent" (Johnson, 2016, p. 487).

Unfortunately, there are leaders who exemplify toxic leadership traits by engaging in destructive behaviors and displaying dysfunctional personal qualities; however, that does not mean that a follower will engage or exhibit the same toxic traits. Utilizing research conducted by Professor Jean Lipman-Blumen, Johnson (2016) outlines five strategies to keep followers from becoming dependent on toxic leaders. Johnson (2016) writes that followers must "One, recognize that anxiety is a fact of life.

Two, learn to act independently-develop the leader within. Three, demand leaders who tell the truth, no matter how unpleasant the truth may be. Four, beware of leaders with grandiose visions who divide the world into us versus them. Five, don't let a few individuals self-select for top positions" (p. 502).

As leaders and followers, authenticity occurs when you are your true self, which can motivate and enact positive work satisfaction in a follower, thus providing a guiding framework to improving leadership and workplace performance. Additionally, followers in particular, must be diligent in promoting and practicing authentic behavior because "they need to develop psychological ownership, foster trust, and practice transparency" (Johnson, 2016, p. 518).

As a leader, one of the hardest decisions we can make is whether to terminate or continue employment when we experience or witness unethical or immoral practices in the workplace. Although difficult and discouraging, Johnson (2016) provides guidance and direction, explaining that we must "identify types of unethical behavior, and spell out what employees should do if they observe such actions" and "thoroughly investigate and take quick action when justified" (p. 528).

Reference

Johnson, C. E. (2016). Organizational ethics: A practical approach (3rd ed.).

Thousand Oaks, CA: SAGE Publications.

Post #2

1.Absolutely there can be Toxic Leadership without Toxic Followership. I have personally come across toxic leaders in my own life who have only their best interests in mind. They were self-centered, and they rewarded unethical behavior like name calling, sexism and foolish pranks. The followers got sucked in after they realized their leaders rewarded toxic behavior. Followers began one upping each other and soon the whole section crumbled. Unethical behavior amongst leaders, leads to toxicity in followers, and they can create toxicity among them selves without any leader involvement at all, especially if the leader is absent.

2.Unauthentic followers create an atmosphere for leaders that is difficult to balance. Followers like this create a negative space. For instance, they are more concerned with their own personal ideas and desires that they end up creating distention among co-workers and leaders. They create an inhabitable work atmosphere.

3.When I realize that upper leadership is disengaged with the employees, and employees complain about leadership, then I should probably start looking for a new job. Followers/staff members these days feel as though they are constantly owed something other than the employment that was agreed upon.

They feel as though the fact they even got out of bed in the morning should be recognized, yet they put minimal effort forth on any given workday. This attitude is unacceptable and if I see it happening in more than one person, or I hear something about it in the hallway, then I am gone. Toxic Followers and leaders can and will ruin organizations (Johnson, 2016).

References:

Johnson, C. E. (2016). Organizational ethics: a practical approach. Thousand Oaks, CA: SAGE

Post #3

Ido believe that leaders can be unethical without needing unethical followers. Johnson (2016) states that followers are limited in their power.

He also states that followers are heavily influenced by their leaders. Many studies have been conducted that demonstrate the capability of people to do illegal or unethical things simply because they were following directions. "Followers must walk a fine line between healthy skepticism, which prevents them from being exploited and alerts them to unethical behavior, and unhealthy cynicism, which undermines their effort and those of the group as a whole" (Johnson, 2016, pg. 266)

Authentic followers are necessary because they can help a leader who struggles with ethical leadership stay on track. It is important for followers to question their leadership especially when thinking about the ethical implications decisions have. Johnson suggests asking the leaders questions about policies to gently bring ethical concerns to the forefront of the leaders mind.

Followers should try and bring light to ethical dilemmas as soon as possible rather than waiting to question the leader. A good leader will appreciate the follower making inquires and will look at their decision or behavior from an objective perspective and make adjustments to their ethical standard as needed. " As we engage in authentic behavior as followers, we reinforce the authentic behaviors of our leaders" (Johnson, 2016).

Deciding to leave a company or organization is not an easy decision. Personally, it would take a lot for me to leave a company. I would have to take several steps before I would actually leave. First I would discuss the ethical implications with someone else to make sure I am perceiving the situation correctly.

Second, I would raise the concern tactfully to the person in charge. After listening to the answer or information given I would make the decision on how to move forward. Whether giving my own ideas or asking for the leader to take particular steps in the manner. If nothing comes from the discussion and the ethical dilemma continues to get worse I would take the concern up with someone higher on the chain of command or simply walk way knowing there is nothing more I can do.

Reference:

Johnson, C., ( 2017) Organisational Ethics: A Practical Approach (3rd)