Please provide a 250 word response to the below question using at least 1 cited article or journal and please reference in APA 6th edition format. Reference needs to be within response and at the end
Several leadership theorists have highlighted or showed the importance of relationship as a characteristic of effective leadership. Margaret Wheatley (1999) includes as one of her leadership principles the focus on building and nurturing relationships that help the culture (relationship). Michael Fullan (2001) includes relationships as one of the five factors that leaders must manage to lead through change. Kouzes and Posner’s (2002) The Leadership Challenge described “five practices of exemplary leadership” and their application to leading through change, followed by Christian Reflections on the Leadership Challenge (2004), which discussed the biblical principles that were inherent in those five practices. These practices include “model the way” and “encourage the heart,” both of which are instrumental in mentoring and relationship building. The principle of modeling reflects the idea that people do what people see, the same conclusion that was reached by Albert Bandura (1969, 1986, 2003) in his studies on behavior modification and observational learning. Seeing the pattern of the importance of relationship appear in the narratives in the study affirms its importance in leadership.
The combinations of the many studies, theorists, and experts previously mentioned from leadership, education, and mentoring support the value of relationship for effective leadership and its importance to leadership development. They affirm the importance of components such as building trust, communicating effectively, resolving conflict, affecting beliefs, and effecting change. All of this supports the belief that effective leadership happens best within the context of relationship.
The importance of faith development and its corresponding moral values is clear in its effect on corporate employment and leadership. A recent study by the Barna Group (2013), titled “Christians on Leadership, Calling and Career,” revealed that of all leadership qualities that they value, the most important attribute is integrity, followed by authenticity. In 2005, University of Dallas President Frank Lazarus said, “What I hear from the business people I’m dealing with is that ethics and corporate responsibility are absolutely at the top of their list when searching for new employees” (quoted in Ziglar, 2009, p. 1). Lazarus also noted that “many employers say the moral and ethical lessons that are taught along with the academic curriculum at faith-based schools better equip graduates to become valued employees” (quoted in Smith, 2007, p. 38).
Other research has supported the observation that “the perception of leader ethical behavior does affect organizational effectiveness. The perception of leader ethical behavior can be the cornerstone to the effectiveness of any organization’s operation” (Kimbrough, 2007, p. 112). Specifically, there is a “positive correlation between leadership ethical behavior and its relationship to organizational effectiveness” (Kimbrough, 2007, abstract). In short, the ethical dimensions of leadership have been widely acknowledged (Greenleaf, 1991; Kimbrough, 2007; Kouzes & Posner, 2002; Wren, 1995).