*Below I have attached video link and article
*Please only do responses, I have posted my orignal discussion post below witht the 1 written response and the video response
The purpose of this discussion forum is to allow you to compare/contrast the differences between three ethical leadership/decision making frameworks. To do this…
1) Read the article below and answer the following questions in an initial post with no less than 500 words incorporating at least one (1) peer-reviewed journal article (not including the assigned reading). Your initial post should be posted no later than day (3) of this week.
2) Review the posts/videos from students who are assigned to lead discussion on this week’s topic (see week 1). Post at least two (2) replies to questions posed by the student discussion leaders for this week. Each reply should be no less than 250 words and incorporate one (1) peer-reviewed journal article (not including the assigned reading).
What are the main attributes of transformational leadership?
How can these qualities be used to create an ethical decision making framework for Information Systems? Provide specific examples as they relate to information systems.
discussion video link: https://youtu.be/n3sEybeRzZI
My Discussion
Transformational leadership has several attributes that include having an attribute of charism. This is the ability to influence the followers, and it can be attributed or behavior. In transformational leadership, the leader must effectively use influence to make the followers do what is required. In addition, there is also a need for the leader to have motivational skills. In transformational leadership, the leaders must have skills to motivate the employees to do things out of their motivation instead of coercion (Bass & Steidlmeier, 1999). It is vital to make the employees have the same visions as the leader, which is achieved through motivation and inspiration. It is also vital to have intellectual stimulation. This is the ability of the leader to be able to encourage the followers to be creative and innovative, as well as be able to think critically in solving problems. Finally, they also need individualized consideration, where the leader needs to take care of the followers by showing concern for their needs and issues (Bass & Steidlmeier, 1999).
These attributes are vital when making an ethical decision-making framework. Through these attributes, the leader is required to be moral in character. For example, when the leader is concerned with the followers’ welfare, they become ethical. For instance, the leader will be concerned with the data safety of the followers in an information system, such that it does not fall into the wrong hands and be misused. Besides, the attributes ensure that the ethical values of the leader are legitimate. For instance, the leader needs to sell the vision of the information system as long as it promotes the good of the enterprise as opposed to focusing on individual values (Hayes, n.d). Moreover, being motivational and inspirational ensures that the leader is ethical in using techniques that result in a positive attitude from the followers. For example, being deliberate on the work environment for the workers in an information system, such that they are not overloaded and have the required skills.
Bass, B. M., & Steidlmeier, P. (1999). Ethics, character, and authentic transformational leadership behavior. The leadership quarterly, 10(2), 181-217.
Hayes, L. (n.d). Transforming transformational leadership [Video].
1) Celia Stiggers (written response)
Discussion Week 5
What are the main attributes of transformational leadership?
In the article “Ethics, Character, and Authentic Transformational Leadership Behavior” authors Bernard Bass and Paul Steidlmeier describe the characteristics of transformational leadership. Transformational leadership has four main factors that include charisma or idealized influence, inspirational motivation, intellectual simulation, and individualized consideration. Idealized influence in transformational leadership is situated around the concept of confidence, envisioning, and setting high standards for mimicry (Bass & Steidlmeier, 1999). Inspirational motivation provides followers with challenges that emphasize meaning for engaging in shared goals and visions. Intellectual stimulation in transformational leadership integrates an open manner of formulating visions and implementing patterns. Lastly, individualized consideration in transformational leadership underwrites the necessity of unselfishness and leadership treating each follower as an individual and develops them through opportunities of coaching, mentoring, and opportunities for growth (Bass & Steidlmeier, 1999).
In the ted talk, “Transforming transformational leadership with Leslie Hayes”, she describes transformational leadership as focusing on leading oneself and inviting others to follow. She continues to describe transformational leadership as building trust that permits the comfort of sharing with each other. Hayes specified that leaders should work for the team and not look for the glory in accomplishing but celebrating the team. In the “Transforming transformational leadership” ted talk, Hayes also recommending thinking of leadership as half of what one sees and the other half of what one feels. These two sides can be considered the logical and emotional side. When considering these two sides, we should consider how we think, feel, engage, and execute accordingly in leadership.
How can these qualities be used to create an ethical decision-making framework for Information Systems? Provide specific examples as they relate to information systems.
Transformational leadership can motivate and inspire individuals to succeed. In information systems, it is necessary for each member to be acknowledged for their strengths and skills and how they can integrate those into innovation in technology (Transforming Transformational Leadership | Lesley Hayes | TEDxBrentwoodCollegeSchool, 2015). Furthermore, it is up to a transformational leader to recognize these skills and strengths. Leslie Hayes endorses choosing between listening or talking when leading. She mentions that the fewer decisions a leader makes, the better the leader is because e of their willingness to ask questions and to get out of the way and trust their followers to succeed (Transforming Transformational Leadership | Lesley Hayes | TEDxBrentwoodCollegeSchool, 2015). In the Journal of Values-Based Leadership, author Mostafa Sayyadi Ghasabeh states that there is a direct correlation between transformational leadership and information systems because transformational leadership permits information systems to be ground-breaking (Ghasabeh, 2020). This is important because not only does it empower individuals to be creative and develop new and unique concepts, but it also creates awareness around the potential for change and change is necessary for continuous evolution.
Bass, B. M., & Steidlmeier, P. (1999). ETHICS, CHARACTER, AND AUTHENTIC TRANSFORMATIONAL LEADERSHIP BEHAVIOR . Leadership Quarterly, 182-217.
Ghasabeh, M. S. (2020). Transformational Leadership, Information Technology, Knowledge Management, Firm Performance: How Are They Linked? The Journal of Values-Based Leadership. Retrieved from scholar.valpo.edu: https://scholar.valpo.edu/jvbl/vol13/iss2/17/
Transforming transformational leadership | Lesley Hayes | TEDxBrentwoodCollegeSchool. (2015, January 16). [Video]. YouTube. https://www.youtube.com/watch?v=n3sEybeRzZI
2)Abdul_Jabbar Shaik (Has video response attached below)
WD – 5
“transformational leadership” is a leadership style that affects individuals and social systems. It promotes valuable and promising change in followers in its ideal form, with the eventual goal of growing followers into leaders. In its purest form, transformational leadership improves followers’ motivation, morale, and performance through various techniques. These include connecting a follower’s sense of self to the organization’s mission and collective identity, inspiring followers by being a role model, challenging followers to take greater ownership of their work, and understanding followers’ strengths and weaknesses so the leader can assign tasks that maximize their performance.
Transformational leadership pushes followers to accomplish above and beyond their expectations by inspiring their values and aspirations. As a result of such leadership, followers develop a sense of trust, loyalty, and reverence for the leader, frequently putting the group’s needs ahead of their own. transformational leadership consists of four behavioral components: idealized influence (admirable behaviors intended to arouse follower emotions and identify with the leader), inspirational motivation (behavior focused on communicating an inspiring and appealing vision), individualized consideration (the extent to which a leader provides support and encouragement to followers, coaches and mentors them, and so on.
These have been linked to results at both the individual and organizational levels. As a result, transformational leadership is linked to organizational commitment, perceptions of justice, organizational citizenship behaviors, follower motivation, organizational performance, and leader effectiveness. Information system Success and Transformational Leadership Despite proof of IS leadership’s point, two areas warrant further research.
1) To gain a deeper understanding of practical IS leadership, determine the impact of transformational leadership on IS outcomes. Management and leadership are sometimes used interchangeably. However, leaders focus on transformation and motivation rather than just managing personnel.
2) Defining the mechanisms that enable transformational leadership to achieve IS goals. Transformational leaders can convey high levels of confidence in exploiting current or newly introduced IS to encourage group efforts for IS achievement. Banks, for example, have implemented automated decision systems to assist in accepting personal and commercial loans and mortgages in today’s business environment. In this situation, a transformative leader can offer followers assistance and coaching. They encouraged users to use the IS by sharing their positive experiences and demonstrating the system’s value (e.g., reduced rates for insolvent obligation).
Furthermore, because transformational leaders know each user’s unique capabilities, needs, and developmental stage, they can provide customized support by ensuring that the individual uses to achieve maximum performance.
Information technology appears to serve a mediating role in the interaction between transformational leadership and knowledge management, according to this study. As a result, transformational leadership influenced knowledge management both directly and indirectly via the mediation impacts of information technology. This study adds to our understanding of the linkages between transformational leadership, knowledge management, information technology, and organizational performance by examining a framework on which to build more thorough understandings. I propose that scholars take these ideas and continue to undertake research with executives as the focus point, so that academic scholarship can empirically study the relationship between these aspects and address the demands of managers at the highest levels of enterprises around the world contributes to practice by identifying strategies to create a high-performing organization using transformational leadership, knowledge management, and information technology.
VIDEO Response: Transformational leadership .mp4 (7.628 MB)

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