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The concept of a transforming a leader

This reflection paper discusses the concept of a transforming a leader as presented in Chapter eight from the book Leadership Ethics an Introduction by Terry L. Price. Moreover, giving specific examples that a leader may face, and how Kantian ethics would guide her/him to act. The principles in Chapter eight will shed some light on the transformation of a leader, and the challenges of cosmopolitan leadership. In addition to the challenges of leadership, rule-breaking will be another focus of discussion in this reflection paper, and will present the various scenarios of rule-breaking ethics along with its leadership at best.

To justify rule-breaking behavior by an appeal to the greater good, a cosmopolitan leader must present her/him ends are set higher than just plain organizational goals (Price ,2008).

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In other words, this justification for rule breaking requires ends that are morally superior to other ends; otherwise, the leader’s justification cannot be distinguished from the often-exaggerated views leaders have about the importance of organizational goals (Price ,2008).The leader must also show that the ends at which she/he aims are greater in the sense of being broader than ordinary organizational goals. I know that as a leader sometimes we try too hard to accomplish everything in a short period of time, but it always most of the time falls short due to a lot of multi-tasking. I think setting a reasonable goal within a certain time frame is acceptable, but to overload yourself only to look better, and fall short can be discouraging.

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Moreover, in Kantian ethics, I think happiness should lie within a leader which justifies their overall accomplishments regardless the amount of pressure they put on themselves.

In addition to the many challenges of being a leader your peers need to respect that you have a role to fill for the better of the organization.

Furthermore, moving on to the challenges of Cosmopolitan leadership it allows us to revive the argument that the importance of a leaders ends might justify rule-breaking behavior (Price ,2008).When a Cosmopolitan leader breaks the rules, she/he does so not because they hold a mistaken view about the exceptional importance of organizational goals but rather because it was for a higher cause (Price ,2008).Cosmopolitan appeals to the greater good which challenges are ultimately epistemic in nature, and how do cosmopolitan leaders know which end can be identified with the greater good (Price ,2008) For example, a leader should aim for the higher end of freedom, or equality of opportunity, or poverty reduction, or global peace (Price ,2008).Secondly, how do cosmopolitan leaders know which means serve the greater good? For example, should leaders break the rules to achieve higher ends (Price ,2008).

In some cases, in which rule-breaking might be justified, we can assume that costs in terms of direct effects are offset by the benefits of rule-breaking or to the person who is deceived

(Price ,2008). I understand in which leaders used rule-breaking to try to make themselves look better, but I think they should do their own due diligence to prevent further rule-breaking methods, which goes for anyone in a higher leadership role. Moreover, it would keep everyone intact, and the composition on a more even playing field. I think a leader that doesn’t have to break the rules as much would be of more value to himself as to society. In addition, a true leader can gain more respect in the long term for her/his non rule-breaking leadership ethics.

Furthermore, now let’s investigate rule-breaking behavior. The first argument the negative highlights on the character of the agent who engages in deceptive behavior (Price ,2008). The primary importance of the consequences that having a duplicitous character might have for overall unity in society, in short, lying undermines habits of action that are ultimately unity maximizing (Price ,2008).

The second argument effects concentrate on the pressures between rule-breaking and maintenance of the more general system of rules that cover moral practices within a society (Price ,2008). The violating prohibitions such as the principle of veracity undermines the trust that serves as the foundation of human society (Price ,2008). The health of the institution of truth telling solely depends not on the behavior of any person, but on collective behavior. In other words, the moral rule against deception stands or falls regardless of how particular individuals behave with respect to the institution of truth telling (Price ,2008).

In conclusion to what rule-breaking, and what it has done to leaders all boils down to the ethics of self-behavior. The concept of transforming a leader presented different scenarios in this chapter with the given examples, and what cosmopolitan challenges had on the ethics of a leader. This concludes the reflection paper, thank you!


Price, T. L. (2012). Leadership ethics: an introduction. Cambridge; New York: Cambridge University Press.

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The concept of a transforming a leader. (2019, Dec 10). Retrieved from

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