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Perceptions of leadership in financi...

Frazier, Allen W.

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Perceptions of leadership in financial services: An investigation into the ethical components of transformational leadership.

Record Type:	Electronic resources : Monograph/item
Title/Author:	Perceptions of leadership in financial services: An investigation into the ethical components of transformational leadership./
Author:	Frazier, Allen W.
Description:	116 p.
Notes:	Source: Dissertation Abstracts International, Volume: 67-07, Section: A, page: 2644.
Contained By:	Dissertation Abstracts International67-07A.
Subject:	Business Administration, Management. -
Online resource:	http://pqdd.sinica.edu.tw/twdaoapp/servlet/advanced?query=3226217
ISBN:	9780542771262

Perceptions of leadership in financial services: An investigation into the ethical components of transformational leadership.
Frazier, Allen W.

Perceptions of leadership in financial services: An investigation into the ethical components of transformational leadership. - 116 p.

Source: Dissertation Abstracts International, Volume: 67-07, Section: A, page: 2644.

Thesis (Ph.D.)--Capella University, 2006.

This study continues the research surrounding transformational leadership. Transformational leadership is examined through the lens of previous literature, current assessments (using the MLQ - Form 5x), ethical vignettes, and personal interviews with current financial services leaders and followers. The primary aim of the study was to reexamine the question, "Are transformational leaders truly ethical"? The sample consisted of nine leaders in two separate financial institutions and twenty-five of their followers. All of the participants completed the Multifactor Leadership Questionnaire - Form 5x and responded to five ethical vignettes dealing with: bribery, the physical environment, lying, personal gain, and favoritism. All nine leaders were interviewed and six of the followers were interviewed. Significant findings from this study include: (1) Leaders can be viewed as highly transformational despite followers perceiving them to have inclinations toward bribery, lying, personal gain, and favoritism. (2) Transformational leaders (through the MLQ) affirm they openly talk about their most important values and beliefs, yet their followers are not complicit and in sync as to what these values and beliefs are. (3) Transformational leaders, in this study, described the effective leader with words such as "honesty", "integrity", and "morals", but their followers did not use these terms to describe effective leadership. (4) In this study, being an ethical leader was equated with following the rules of the organization, rules of lending, and rules that govern deposits. (5) According to the participants, what is "right" is defined by the organization and is also left open to each individual's interpretation.

ISBN: 9780542771262Subjects--Topical Terms:

626628
Business Administration, Management.

Perceptions of leadership in financial services: An investigation into the ethical components of transformational leadership.
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100 1 $a Frazier, Allen W. $3 1921807
245 1 0 $a Perceptions of leadership in financial services: An investigation into the ethical components of transformational leadership.
300 $a 116 p.
500 $a Source: Dissertation Abstracts International, Volume: 67-07, Section: A, page: 2644.
500 $a Adviser: George Ecker.
502 $a Thesis (Ph.D.)--Capella University, 2006.
520 $a This study continues the research surrounding transformational leadership. Transformational leadership is examined through the lens of previous literature, current assessments (using the MLQ - Form 5x), ethical vignettes, and personal interviews with current financial services leaders and followers. The primary aim of the study was to reexamine the question, "Are transformational leaders truly ethical"? The sample consisted of nine leaders in two separate financial institutions and twenty-five of their followers. All of the participants completed the Multifactor Leadership Questionnaire - Form 5x and responded to five ethical vignettes dealing with: bribery, the physical environment, lying, personal gain, and favoritism. All nine leaders were interviewed and six of the followers were interviewed. Significant findings from this study include: (1) Leaders can be viewed as highly transformational despite followers perceiving them to have inclinations toward bribery, lying, personal gain, and favoritism. (2) Transformational leaders (through the MLQ) affirm they openly talk about their most important values and beliefs, yet their followers are not complicit and in sync as to what these values and beliefs are. (3) Transformational leaders, in this study, described the effective leader with words such as "honesty", "integrity", and "morals", but their followers did not use these terms to describe effective leadership. (4) In this study, being an ethical leader was equated with following the rules of the organization, rules of lending, and rules that govern deposits. (5) According to the participants, what is "right" is defined by the organization and is also left open to each individual's interpretation.
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