Ethics: The Heart of Leadership

By Joanne B. Ciulla | Go to book overview
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CONCLUSION: JAMES MADISON, THE COMMON GOOD, AND THE ETHICS OF TRANSFORMATIONAL LEADERSHIP

Transformational leadership has become a central theme of modern leadership conceptions. As such, it deserves close and critical study. Therefore Michael Keeley has done us a great service in utilizing the thought of James Madison to fashion an ethical critique of this form of leadership and to repudiate its validity. My own explorations of Madison yield a somewhat different "take" on Madison and his relevance for transformational leadership. I see Madison's thought as a legitimate precursor to today's conceptions of transformational leadership, because both seek to realize the achievement of a common good. Indeed, James MacGregor Burns may have gone Madison one better; he proposes a type of leadership that has the potential to resolve a problem Madison gave up on as unsolvable: that of creating a nexus between the desires of followers and conceptions of the common good. If this is done correctly, transformational leadership can stand as a beacon for those interested in the pursuit of ethical leadership.


NOTES
1.
James MacGregor Burns, Leadership ( New York: Harper and Row, 1978).
2.
For a summation of such critiques, together with a rebuttal, read Chapter 8, "The Ethics of Transformational Leadership", by Bernard Bass.
3.
See Chapter 6, "The Trouble with Transformational Leadership: Toward a Federalist Ethic for Organizations", by Michael Keeley.
4.
Burns, 19-20.
5.
Ibid., 20.
6.
Bernard Bass, Leadership and Performance beyond Expectations ( New York: Free Press, 1985). For a cogent discussion of the contrast between Burns and Bass, see Richard A. Couto, "The Transformation of Transforming Leadership", in J. Thomas Wren , ed., The Leader's Companion: Insights on Leadership through the Ages ( New York: Free Press, 1995), 102-7.
7.
See generally Bass, Leadership and Performance.
8.
Bass, "The Ethics of Transformational Leadership".
9.
Burns, 3.
10.
Bernard Bass, "From Transactional to Transformational Leadership: Learning to Share the Vision", Organizational Dynamics 18 ( 1990): 21.
11.
See Chapter 6, p. 111.
12.
Ibid., 121.
13.
Ibid., 135.
14.
Ibid., 117.
15.
Ibid., 118 and passim. The quotation is taken somewhat out of context, that is, from Keeley's discussion of leaders, but the generalization seems justified.

-165-

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Ethics: The Heart of Leadership
Table of contents

Table of contents

  • Title Page iii
  • Contents vii
  • Foreword ix
  • Acknowledgments xiii
  • Introduction xv
  • Part I - The Scope of the Issues 1
  • 1 - Leadership Ethics: Mapping the Territory 3
  • Notes 19
  • 2 - Moral Leadership and Business Ethics 27
  • Notes 43
  • Part II - Leaders and Followers: A Difficult Relationship 47
  • 3 - Ethical Challenges in the Leader-Follower Relationship 49
  • Notes 58
  • References 58
  • 4 - Leadership and the Problem of Bogus Empowerment 63
  • Notes 84
  • 5 - Ethical Leadership, Emotions, and Trust: Beyond "Charisma" 87
  • Notes 105
  • Part III - Puzzles and Perils of Transformational Leadership 109
  • 6 - The Trouble with Transformational Leadership: Toward a Federalist Ethic for Organizations 111
  • Notes 140
  • References 141
  • 7 - James Madison and the Ethics of Transformational Leadership 145
  • Notes 165
  • 8 - The Ethics of Transformational Leadership 169
  • Notes 189
  • Index 193
  • About the Editor and Contributors 197
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