PEOPLE.IDEAS.PERFORMANCE

89 to follow the same way. Leaders are to resist the pressures to act is unethical to avoid criticism or achieve short-term success. Daft also made a comparison between unethical leadership and ethical leadership by looking at 10 things leaders do that make things go wrong for the organization such as the following: The Unethical Leader The Ethical Leader Is arrogant and self-serving Possess humility Excessively promotes self-interest Maintains concern for the greater good Practices deception Is honest and straightforward Breaches agreements Fulfill commitments Deals unfairly Strives for fairness Shift blame to others Takes responsibility Diminishes others’ dignity Shows respect for each individual Neglects followers development Encourages and develop others Withholds help and support Serves others Lacks courage to confront unjust act Show courage to stand up for what is right Based on study of McNeese-Smith (1999) has identified five behaviors that can be applied to achieve organizational goals. The behaviors are: (1) challenging the process -can be a leaders who has the attitude of innovative, creative, change-oriented and risk-taking; (2) inspiring a shared vision – creating a vision that is acceptable and involving others in the excitement and the commitment; (3) enabling others to act – build teamwork, trust, and empowering others to achieve organizational goals; (4) modelling the way – clear about standards and values, setting an example and breaking task down to ensure the successful of organizations; and (5) encouraging the heart – celebrating accomplishment and being supportive, caring and encouraging. In addition, according to Piccolo, Greenbaum, Den Hartog & Folger (2010), ethical leadership can be defined as the demonstration of normatively appropriate conduct through personal actions and interpersonal relationships, and the promotion of such conduct to followers through two-way communication, reinforcement, and decision making. Thus, leaders should act and behave consistently in a work context. As example, the leader must be honest, principled and trust or responsibility for their own actions and use of appropriate rewards or punishment to his subordinates. In addition, normatively conduct also depends on the context of the organization itself as well. Leaders must have vision, a future view of events. Good leaders have the ability to convey their visions and make the future unfold as they hope it will. This generally begins with writing a vision statement, a process that often goes badly. Commonly, vision statements are confusing. They tend to cite goals that are really associated with strategies and objectives, not vision. To craft an effective vision statement, write a brief, memorable declaration. Then share your vision; make it more tangible by telling stories and using metaphors (Taylor & Rosenbach, 2006).