1a. Do you agree or disagree with the statement that transformational leadership cannot be faked? Explain your position.

1b. Explain why perceptions of leaders behaving unethically create stress during organizational change. Consider the role of change uncertainty.

1c. In addition to discussing changes with employees, describe some other actions that leaders can take to improve employee adjustment to organizational change.

RESEARCH IN ACTION Ethical Leadership During Organizational Change Research indicates that leaders play an important role during change by supporting the change and taking part in its implementation.49 It has been argued that transformational leadership that is faked is not true transformational leadership. Leaders who lead transformation efforts exhibit leadership that depends upon (1) the moral character of the leaders and their concerns for self and others; (2) the ethical values embedded in the leaders' vision, articulation, and program, which followers can embrace or reject; and (3) the morality of the processes of social ethical choices and action in which the leaders and followers engage and collectively pursue50 Thus, ethical behavior is an essential underpinning of transformational leadership. But does such ethical conduct by leaders make a difference in satisfaction and performance during organizational change? A survey of 199 employees and their supervisors found ethical leadership matters in the context of organizational change. 51 Technology changes were the change that was most frequently listed as having the most impact, followed by downsizing, and then restructuring. Other changes reported were relocations, mergers, process changes, and people-centered changes. These changes have a significant impact on employees' regular work routines and cause stress. If an employee senses that their leader is behaving unethically, this may exacerbate the stress and result in lower performance. Followers need to be able to trust the integrity of their leaders during change. In addition, the degree to which employees felt that they were involved in the organization's change process made a difference as well. For example, having leaders discuss changes with employees results in higher job satisfaction, performance, and organizational citizenship behavior (OCB) during organizational change. WE