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To describe leadership as ethical is largely a perceptional phenomenon informed by beliefs about what is normatively appropriate. Yet there is a remarkable scarcity in the leadership literature regarding how to define what is "Normatively appropriate". To shed light on this issue, the authors draw upon Relational Models Theory (Fiske: 1992, Psychological Review, 99, 689-723), which differentiates between four types of relationships: communal sharing, authority ranking, equality matching, and market pricing. They describe how each of these relationship models dictates a distinct set of normatively appropriate behaviors.
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