| Course | ETH-2200 Leading the Way A Path Towards Ethical Leadership |
|---|---|
| Module | Module 2 |
| Paper type | Written assignment: historical and contemporary leadership theories |
| Length | About 629 words, 5 pages |
| Format | APA 7 student paper |
| School | Thomas Edison State University |
| Program | Bachelor of Science in Business Administration |
| Updated | October 2026 |
Free sample paper for ETH 2200 Module 2
Two Supervisors, Six Theories: What Leadership Research Explains About a Township Garage
Student Name
Bachelor of Science in Business Administration, Thomas Edison State University
ETH-2200: Leading the Way: A Path Towards Ethical Leadership
Mentor Name
Month Day, Year
Two Supervisors, Six Theories: What Leadership Research Explains About a Township Garage
From Traits to Behaviors
The earliest research looked for traits that set leaders apart, such as intelligence, confidence and determination. Later reviews found that traits matter somewhat but predict little on their own, because the same traits help in some settings and hurt in others. The behavioral approach that followed shifted attention to what leaders do, sorting behavior into concern for the task and concern for people. Both supervisors in my department fit the behavioral picture partly. Dale, the streets supervisor, is strongly task-focused: he sets targets, checks every job and pushes for speed. Ruth, the sanitation supervisor, is careful and correct but spends little time with her crews.
Situational Leadership
Under situational theories, the best style shifts with the people and the job. A new crew member needs direction; an experienced one needs room. Dale adjusts well, coaching new hires closely and leaving veterans alone. Ruth uses one style for everyone, detailed written instructions, which frustrates experienced workers who feel second-guessed.
Transformational Leadership
Transformational leaders inspire followers to look beyond self-interest toward a shared purpose, through vision, example, intellectual challenge and individual attention. Bass and Steidlmeier (1999) argue that only leadership grounded in moral values is authentically transformational; leaders who inspire without ethical commitment are "pseudo-transformational." Dale is inspiring in a storm: he talks about keeping ambulances moving and the crew responds. But he also tells crews to record more hours on a job than it took when the budget for that line is about to lapse, so funds are not lost. By Bass and Steidlmeier's standard, his inspiration is not fully authentic, because it is not tied to honesty.
Servant Leadership
Greenleaf (1977) proposed that the best leaders serve first, putting followers' growth and well-being ahead of their own position. Ruth shows one side of this: she protects her crews from unfair blame and never takes credit for their work. But servant leadership also asks leaders to listen and develop people, and Ruth's distance means she does not know her workers' goals well enough to help them grow.
Ethical Leadership
Brown et al. (2005) see ethical leadership in two parts: a leader whose own conduct is right, and who promotes that conduct through conversation, reward and decisions. The definition has two halves, being ethical and leading others to be. Ruth meets the first half fully; she has never bent a rule. She meets the second only weakly, because she rarely talks with her crews about why the rules matter, and they experience her standards as paperwork. Dale meets the second half in reverse: his crews learn from him, but part of what they learn is that rules can be bent for good reasons. Mayer et al. (2009) found that ethical leadership flows down from top managers through supervisors to employees, so each supervisor's example shapes the crews below.
What the Theories Explain
| Theory | Explains about Dale | Explains about Ruth | Misses |
|---|---|---|---|
| Trait | His drive and confidence | Her conscientiousness | Why traits work in some settings and not others |
| Behavioral | Strong task focus | Low people focus | The values behind behavior |
| Situational | His flexibility with new hires | Her single style | Ethics entirely |
| Transformational | His storm-night inspiration | Little | Whether inspiration is honest, unless Bass's view is used |
| Servant | Little | Her protection of crews | Results |
| Ethical | Weakness in personal conduct | Weakness in promoting ethics | Little about getting work done |
Conclusion
Earlier theories explain why Dale gets results and why Ruth's crews feel managed rather than led, but only ethical leadership theory explains why neither is the leader the department needs. The goal I take from this module is to combine Dale's engagement with Ruth's integrity: to be seen keeping the rules and to talk with my crew about why they matter.
References
Bass, B. M., & Steidlmeier, P. (1999). Ethics, character, and authentic transformational leadership behavior. Leadership Quarterly, 10(2), 181-217. https://doi.org/10.1016/S1048-9843(99)00016-8
Brown, M. E., Treviño, L. K., & Harrison, D. A. (2005). Ethical leadership: A social learning perspective for construct development and testing. Organizational Behavior and Human Decision Processes, 97(2), 117-134. https://doi.org/10.1016/j.obhdp.2005.03.002
Greenleaf, R. K. (1977). Servant leadership: A journey into the nature of legitimate power and greatness. Paulist Press.
Mayer, D. M., Kuenzi, M., Greenbaum, R., Bardes, M., & Salvador, R. (2009). How low does ethical leadership flow? Test of a trickle-down model. Organizational Behavior and Human Decision Processes, 108(1), 1-13. https://doi.org/10.1016/j.obhdp.2008.04.002
Reading the ETH 2200 Module 2 assignment instructions
Five ETH-2200 papers tied to module topics make up 30 percent. The first quiz falls in this module too. A written assignment here typically asks you to trace how leadership theories developed, compare older and newer approaches and apply them to leaders you know, with sources from the course text and the library's EBSCO and ProQuest databases. The supervisors described on this page are composites. Expect to compare an older theory, such as trait or great man approaches, with a newer one, such as transformational or servant leadership, and to judge which explains effective leadership better.
How this ETH 2200 Module 2 example is built
The paper moves through six theories in historical order, giving each a short explanation and then applying it to two supervisors from the same workplace. The transformational section uses Bass and Steidlmeier's distinction between authentic and pseudo-transformational leaders to judge one supervisor's practice of padding hours. The ethical leadership section splits Brown et al.'s definition into its two halves and shows each supervisor meeting one. A table summarizes what each theory explains and misses, and the conclusion states the writer's own goal. The comparison ends with a judgment about which theory fits today's workplace and why. Parallel paragraphs keep the comparison readable.
Where the marks sit in the ETH 2200 Module 2 rubric
Six theories applied fairly to the two township supervisors is what this paper is graded on. Mentors look for accurate summaries of the theories, clear distinctions between them and application to real leaders. Saying what each model captures and what it leaves out meets the course objective on examining models of ethical leadership. Using scholarly sources from the databases, cited in APA style, and ending with a conclusion that connects the theories to the writer's own development earn the highest marks. Answers that compare theories on the same criteria, such as what each says leaders do and how followers respond, show the analysis the rubric rewards over separate summaries. Papers that apply every theory to both supervisors, rather than choosing easy matches, show the even-handed analysis the assignment is testing, and a short conclusion on which supervisor the crew would rather follow ties it together.
Common ETH 2200 Module 2 mistakes, and how to avoid them
Theory papers lose marks for listing theories without comparing them, for applying them to famous leaders the writer knows only from news and for treating every theory as equally good. Explain each theory in a few sentences, then apply it to someone you have worked for. Say what the theory explains and what it misses. Use at least one scholarly article from the library databases. Say which supervisor's approach you would copy and which you would avoid. A free first sample of your own ETH-2200 leadership theories paper is available on request. Give each theory's main claim in one sentence before comparing, and support the comparison with research rather than opinion. Conclude with the leader you intend to be.
Write yours, or have the desk draft it
This paper is an original model document written by our desk, not a submitted student paper and not an official Thomas Edison State University document. Read it for the moves, then write your own to the instructions in your classroom. If you want one built to your exact prompt and rubric, the first custom sample is free and arrives in 24 to 48 hours.
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ETH 2200 Module 2 questions, answered
Where can I find a free ETH 2200 Module 2 sample paper?
The road crew paper above compares trait, behavioral, situational, transformational, servant and ethical leadership theories through two township supervisors.
What is pseudo-transformational leadership?
Leadership that inspires followers without being grounded in ethical values, which Bass and Steidlmeier distinguished from authentic transformational leadership.
How is ethical leadership defined?
As showing appropriate conduct through one's own actions and relationships and promoting it in followers through communication, reinforcement and decisions.
What is servant leadership?
Greenleaf's idea that leaders should serve first, putting followers' growth and well-being ahead of their own status.
Does ETH-2200 have quizzes?
Yes, two: one in Module 2 and one in Module 4, worth 5 percent of the grade together.