Ethical Leadership: Trustworthiness and Stewardship

Ethical Leadership: Trustworthiness and Stewardship

The problem to be solved is to identify the correlation between leadership, trustworthiness, and ethical stewardship. There are many types of leaders, and even many types of successful leaders; however, it takes the right combination of skills to be a successful, trustworthy leader. When employees’ trust in their leader increases, that individual may be seen as an ethical steward. These ethical stewards can direct organizational efforts towards long-term wealth for all stakeholders (Caldwell, Hayes, & Long, 2010). In the proper order, leadership, trustworthiness, and ethical stewardship can equal long-term benefits to society.

There are critical behaviors that contribute to the success of a leader. Caldwell, et al., (2010) present a model of three factors that contribute: relationship development, resource allocation, and image management (as cited in Chemers, 1997, p.27). These areas are relevant because they reflect a leader’s personal values, priorities for the organization, and possible strategies for the future (Caldwell, Hayes, Karri, & Bernal, 2007).

Relationship development is important with both internal and external stakeholders. There is the personal, or individual, interaction the leader has with a follower. At the same time, a more formal leader-to-follower relationship exists within a business. Hernandez (2007) describes it as contextual support to a large group of followers. Both types of relationships lay a foundation in which trust can be established. This is accomplished through discussing goals, meeting objectives, and continued planning (Caldwell & Hayes, 2007). The employee develops trust in the leader and in the business.

Resource allocation demonstrates one’s technical and strategic skills in running operations. These are the job-focused behaviors, such as managing available assets or acquiring additional financial support. Stakeholders will be more trusting of a leader...