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With respect to the contributions of Fiedler’s model, it should be borne in mind that it was developed over half a century ago and is regarded as the first major situational model. Importantly, it initiated the switch from focusing purely on the personality traits of leaders, to emphasizing also the importance of contextual variables (Liden & Antonakis, 2009), and particularly the relationship between leader and follower. In addition to the criticisms cited above, given that the model is based on the inflexibility of leadership style, if it were correct then individuals in leadership positions would have to be moved around an organization as the task structure and position power varied, which is hardly practical.
Since gender has been found to relate to how ethical decisions are construed and moral dilemmas analyzed, this information is important. In the development of the ELS, Kalshoven et al. (2011) augmented analysis of the relevant extant literature with data collected via interviews with a Dutch sample of eight managers and seven employees (43% and 50% male, respectively). GENDER AND ETHICS In her book In a Different Voice, Carol Gilligan points out that Kohlberg’s classic theory of moral development (Kohlberg, 1958, 1973; Kohlberg & Turiel, 1971) reflected a masculine perspective of morality, not simply because of his gender, but because he based his interviews on 72 male (US) adolescents.
House & Howell (1992) distinguish between two kinds of charismatic leadership: personalized (self-aggrandizing, exploitative, authoritarian) and socialized (altruistic, collectively oriented, egalitarian) (House & Aditya, 1997). ” Yukl (1999) warns that some charismatic leaders use manipulative behaviors such as “exaggerating positive achievements and taking unwarranted credit for achievements,” “covering up mistakes and failures,” and “blaming others for mistakes” (p. 296). In a cross-sectional study, Tosi et al.