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Ethical Challenges in the Leader-Follower Relationship

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  • Hollander, Edwin P.

Abstract

Leadership and followership are unified in an interdependent relationship exemplified by the idea of teamwork. Ethical concerns are among the valuational elements essential to developing loyalty and trust in this relationship. However, because of their need to maintain power and distance, self-serving leaders may become detached from how their actions are perceived and reacted to by followers. This pattern can be especially damaging to teamwork when leaders continue to receive disprortionate rewards despite their poor performance, especially when coupled with organizational downsizing and layoffs. Implications are drawn regarding the ethics of equity, responsibility, and accountability in the exercise of authority and power.

Suggested Citation

  • Hollander, Edwin P., 1995. "Ethical Challenges in the Leader-Follower Relationship," Business Ethics Quarterly, Cambridge University Press, vol. 5(1), pages 55-65, January.
    • Handle: RePEc:cup:buetqu:v:5:y:1995:i:01:p:55-65_01
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    Cited by:

    1. MOFOLUWAWO Esther Omoniyi, 2020. "Leadership, Followership and Accountability in Contemporary Nigeria: Challenges and the Way Forward," International Journal of Research and Innovation in Social Science, International Journal of Research and Innovation in Social Science (IJRISS), vol. 4(12), pages 150-155, December.
    2. Sen Sendjaya & James C. Sarros & Joseph C. Santora, 2008. "Defining and Measuring Servant Leadership Behaviour in Organizations," Journal of Management Studies, Wiley Blackwell, vol. 45(2), pages 402-424, March.
    3. Anup K. Singh & Sanjyot Pethe, 2003. "Subordinate Development: The Third Strand of Leadership," Management and Labour Studies, XLRI Jamshedpur, School of Business Management & Human Resources, vol. 28(3), pages 209-222, August.
    4. Ahmad Asfand Yar & Riffut Jabeen & Muhammad Ziaullah, 2017. "Power And Crime Of Obedience In Education Department-An Empirical Study Of Pakistan," IBT Journal of Business Studies (JBS), Ilma University, Faculty of Management Science, vol. 13(2), pages 13-18.
    5. Croitoru Gabriel & Cumpanaşu Vasile & Cosac Alexandru & Croitoru Mihai Bogdan, 2023. "The Impact of Effective Leadership in the Digital Age on Organizational Effectiveness," Valahian Journal of Economic Studies, Sciendo, vol. 14(2), pages 55-72, December.
    6. Ahmad Asfand Yar & Riffut Jabeen & Muhammad Ziaullah, 2017. "Power And Crime Of Obedience In Education Department-An Empirical Study Of Pakistan," IBT Journal of Business Studies (JBS), Ilma University, Faculty of Management Science, vol. 13(2), pages 94-106.
    7. Bernard Burnes & Rune By, 2012. "Leadership and Change: The Case for Greater Ethical Clarity," Journal of Business Ethics, Springer, vol. 108(2), pages 239-252, June.
    8. Andranik Tumasjan & Maria Strobel & Isabell Welpe, 2011. "Ethical Leadership Evaluations After Moral Transgression: Social Distance Makes the Difference," Journal of Business Ethics, Springer, vol. 99(4), pages 609-622, April.
    9. Shamas-ur-Rehman Toor & George Ofori, 2009. "Ethical Leadership: Examining the Relationships with Full Range Leadership Model, Employee Outcomes, and Organizational Culture," Journal of Business Ethics, Springer, vol. 90(4), pages 533-547, December.

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