Leaders who can successfully transform the desires, ethics, feelings, and wishes of followers that steers away from their self-interests, to collectively engage in what organization demands, is relevant to show how leaders can be successful and effective. However, it causes followers to make personal sacrifices that serve the interest of the leader and the organization, over their own. Evaluating the effectiveness of leadership highlights the awareness of risks and harms that remains missing from most of the current literature (Shamir & Arthur, 1993). It shows the opposite view of how effectiveness or “good” leaders can be misinformed by the negative causes of corruption, the use of power over others, that can be legitimized by the organization and fail to take account for individuals needs. Destructive leadership can also manifest through active abusive supervision, interactional unfairness, passive treatment and unethical moral disengagement which leaders can have negatively associated outcomes, due to the objectives and higher focus and priority on financial performance (Shamir & Arthur, 1993). The effectiveness of leadership may be considered to have a remarkable influence on an organization through its feasibility, however, it overlooks the complexity of having both negative and positive outcomes that have adverse effects on individual levels of analysis. Transformational leaders make followers aware of the importance and value of the work as well as encouraging them to think beyond self-interest, and possibly beyond one’s morality of reason, in favor of the appropriateness of the leader. In this way, charismatic qualities can be noted as being fundamentally effective, because charisma is a central concept that, either explicitly or implicitly applies to the organization with leaders demonstrating traits either positively or negatively to attain its’ main objectives (Shamir & Arthur, 1993).


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