Ethics and Leadership

Styles of Leadership and their Ethicality

Robert Nardelli was particularly slammed for cutting back on full-time employees who had experience and were knowledgeable of their jobs and what was going on around them. By replacing them with part-time employees, it reduced costs, but had a major impact on customer service that was on the verge of improving throughout the company coast-to-coast. His direct, judicious and overbearing management style deterred employees and the public. According to Ferracone 2010, “Nardelli’s leadership style can be described as being ‘task oriented’, ‘directive’ and ‘autonomous’ and ‘autocratic’. He embarked on an aggressive plan to centralize control. He neglected the touchy-feely stuff, enthusiasm of his people, a sense of humility before his board, the care of his shareholders. He was maniacal about goals, objectivity, accomplishments within the boundaries of the values of the company. He invested heavily in technology. He also wanted to virtually measure everything in the company and hold top managers strictly accountable for meeting the numbers.” He ran the company efficiently for six years but the growth of the company was at a stand-still.

There are 8 main theories that have cumulated from years of debate and research. These 8 theories are according to Wolinski: trait, skills, situational, contingency, path-goal, transformational, transactional, and servant.   The trait theory is the idea that leaders are born not trained. In this theory, an individual has identifiable skills that are hereditary to become a good leader. Originally called the ‘great man’ theory, it included elements that included height, strength, and physical attractiveness. Although several of these leaders lacked some of these attributes, they were still considered great leaders. Baack (2012), states that there are five specific personality traits that an individual must have to be a good leader. These traits fall under the ‘big five’...