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Write 2 pages with APA style on Why Warren G. Bennis is or is not an Ethical Leader.

Write 2 pages with APA style on Why Warren G. Bennis is or is not an Ethical Leader. Warren G. Bennis is or is Not an Ethical Leader Introduction HISTORICAL LEADER Warren G. Bennis PERSONAL EXAMPLE, STORY, ETC

Still wondering what successful leadership entails! True leadership is not soft or tough, sensitive, or assertive, but it is about having the specific set of attributes that either male or female leaders share (Schruijer & Vansina 2002).


This paper explores whether, Warren G. Bennis is being ethical, or not through his assertions on what is leadership.


Visionary leaders dream and work with their imagination, boldness, and insight. They present forth the challenges that demand the best in persons and then bring collectively about a sense of purpose. On the other hand, ethical leadership, entails knowing your core values, doing what is right and having the courage to lead by knowing.


MP 1

A. Warren G. Bennis is the founding chair of the Leadership Institute at the Southern California University and a remarkable professor of business administration.

B. He is the editor/author of over 25 books on change management, leadership, and creative collaboration.

C. Consults with political leaders as well as global corporations when writing his books

MP 2

A. Warren G. Bennis was an ethical leader who advocated and emphasized on humanistic and democratic styles of leadership.

B. He recognized the core concepts of leadership by emphasizing on attention through vision, which he believed drew other people such as subordinates in. meaning through communication by believing that all leaders have the capability to communicate their core values and vision and bring it back to life for other people.

C. Emphasized on the need for trust through positioning by creating actions for the implementation of the vision, which he believed earned trust for the leaders

D. He advocated the self-deployment through positive self-regarding, which creates intense commitment and vision and draws other people in.

E. He advocated adhocracy as opposed to hierarchy, bureaucratic and centralized control types of leadership in organizations by championing for sharing of leadership and responsibility based on task forces or groups’ abilities or qualifications for the particular groups (Bennis & Nanus, 2004).

F. He consulted widely with both political and corporate leaders in further advocating for his ethical type of leadership. by recognizing the imperative role, other people play in both an organization setting and the outside world (Northouse, 2007).

MP 3

A. I have learnt from the essay that I am a visionary leader.

B. I approach personal and group issues based on insight and self-imagination.

C. I am a risk taker and always try to make predictions of what is going to happen.

D. I have charismatic attributes and good communication skills that define my leadership skills (Manning & Robertson, 2002).

E. I believe I developed my leadership style and skills from the leadership positions I have held and a little from research especially from my course unit


Therefore, it is evident that Warren G. Bennis was an ethical leader who advocated ethical leadership and emphasized on the concepts of ethical leadership through his humanistic and democratic styles of leadership. Although he demonstrated little advocacy for visionary leadership, he is one of the heroic figures in history who extensively explored the concept of leadership. Thus, who is a successful leader, ethical or visionary leaders remains a contentious issue to date.


Bennis, W. G., & Nanus, B. (2004). Leaders. HarperBusiness Essentials.

Northouse, G. (2007). Leadership theory and Practice. (3rd ed.). Thousand Oak, London: New Delhe, Sage Publications, Inc.

Schruijer, S. G., & Vansina, L. S. (2002). Leader, leadership & leading: from individual characteristic to relating in context. Journal of Organizational Behavior, 23(7), 869-874.

Manning, T., & Robertson, B. (2002). The dynamic leader–leadership development beyond the visionary leader. Industrial and commercial training, 34(4), 137-143.

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