AccScience Publishing / CHR / Online First / DOI: 10.36922/CHR025070005
PERSPECTIVE ARTICLE

Leading by example: The cornerstone of effective leadership

Jason A. Hubbart1,2*
Show Less
1 Division for Land-Grant Engagement, Davis College of Agriculture and Natural Resources, School of Natural Resources and the Environment, West Virginia University, Morgantown, West Virginia
2 The West Virginia Agriculture and Forestry Experiment Station, Davis College of Agriculture, Natural Resources and Design, West Virginia University, Morgantown, West Virginia, United States of America
Submitted: 16 February 2025 | Revised: 5 April 2025 | Accepted: 8 April 2025 | Published: 22 April 2025
© 2025 by the Author(s). This article is an open access article distributed under the terms and conditions of the Creative Commons Attribution -Noncommercial 4.0 International License (CC-by the license) ( https://creativecommons.org/licenses/by-nc/4.0/ )
Abstract

Leading by example is often cited as a fundamental principle of effective leadership; however, existing literature lacks a cohesive synthesis of its empirical foundations, practical applications, and developmental pathways across varied organizational settings. This paper addresses that gap by offering an integrative framework that connects evidence-based insights with actionable strategies to enhance leadership credibility, trust, and organizational performance. Studies show that leaders who model desired employee behaviors positively influence their teams’ attitudes and job performance, strengthening trust and engagement. Authentic leadership, characterized by transparency and ethical decision-making, further enhances credibility and fosters positive workplace cultures. Establishing clear standards and expectations is fundamental to leadership effectiveness, with research on transformational leadership and the Pygmalion effect highlighting the power of setting high expectations to drive performance. However, when leaders lack the requisite skills, such as technical proficiency, operational expertise, effective communication, and strategic vision, organizations face challenges, including toxic work environments, disengagement, and ethical lapses. Strategies such as formal education, mentoring, 360° feedback, and executive coaching are critical to bridging leadership skill gaps. A compelling vision also plays a vital role in leadership effectiveness, as leaders who articulate and embody a shared vision enhance organizational cohesion and inspire innovation. Trust, a fundamental pillar in leadership transitions, can be cultivated through authenticity, effective communication, demonstrated competence, and inclusivity. By aligning words with actions, leaders can reinforce credibility and drive organizational success. This article provides a foundational framework for understanding the impact of leading by example, offering insights into its benefits, challenges, and strategies for developing leadership capabilities in diverse organizational contexts.

 

Keywords
Trust
Accountability
Organizational development
Authenticity
Vision
Behavioral integrity
Buy-in
Funding
This work was supported by the USDA National Institute of Food and Agriculture McIntire Stennis, accession number 7003934, and the West Virginia Agricultural and Forestry Experiment Station. The Agriculture and Food Research Initiative supported a portion of this research, Grant No. 2020-68012-31881, from the USDA National Institute of Food and Agriculture. The results presented may not reflect the sponsors’ views, and no official endorsement should be inferred. The funders had no role in study design, data collection and analysis, the decision to publish, or the preparation of the manuscript.
Conflict of interest
The author declares no competing interests.
References

Agote, L., Aramburu, N., & Lines, R. (2016). Authentic leadership perception, trust in the leader, and followers’ emotions in organizational change processes. The Journal of Applied Behavioral Science, 52(1):35-63. https://doi.org/10.1177/0021886315617531

 

Bass, B.M. (1985). Leadership and Performance Beyond Expectations. India: Free Press.

Breevaart, K., Bakker, A.B., Demerouti, E., Sleebos, D.M., & Maduro, V. (2014). Uncovering the underlying relationship between transformational leaders and followers’ task performance. Journal of Personnel Psychology, 13(4):194-203. https://doi.org/10.1027/1866-5888/a000118

 

Brown, M.E., & Treviño, L.K. (2006). Ethical leadership: A review and future directions. The Leadership Quarterly, 17(6):595-616. https://doi.org/10.1016/j.leaqua.2006.10.004

 

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

 

Burke, W.W., & Nanus, B. (1985). Leaders: The strategies for taking charge, by Warren Bennis and Burt Nanus. New York: Harper & Row, 1985, 244 pp., $19.95. Human Resource Management Advancing Human Resource Research and Practice, 24(4):503-508. https://doi.org/10.1002/hrm.3930240409

 

Caldwell, C., & Hayes, L.A. (2007). Leadership, trustworthiness, and the mediating lens. Journal of Management Development, 26(3):261-281. https://doi.org/10.1108/02621710710732155

 

Channing, J. (2020). How can leadership be taught? Implications for leadership educators. International Journal of Educational Leadership Preparation, 15(1):134-148.

 

Chiaburu, D.S., Peng, A.C., Oh, I.S., Banks, G.C., & Lomeli, L.C. (2013). Antecedents and consequences of employee organizational cynicism: A meta-analysis. Journal of Vocational Behavior, 83(2):181-197. https://doi.org/10.1016/j.jvb.2013.03.007

 

Davis, T.J., & Christian, P.C. (2016). Leadership development. In: Global Encyclopedia of Public Administration, Public Policy, and Governance. Cham: Springer International Publishing, p.1-7. https://doi.org/10.1007/978-3-319-31816-5_1892-1

 

Dirks, K.T., & Ferrin, D.L. (2002). Trust in leadership: Meta-analytic findings and implications for research and practice. Journal of Applied Psychology, 87(4):611-628. https://doi.org/10.1037/0021-9010.87.4.611

 

Fisher, D., Frey, N., Lassiter, C., & Smith, D. (2022). Leader Credibility: The Essential Traits of those who Engage, Inspire, and Transform. California: Corwin Press.

 

Flaig, J., Alam, A., Huynh, J., Reid-Hector, J., & Heuer, A. (2020). Examining how formal leadership development programs positively influence hospital leaders’ individual competencies and organizational outcomes-an evidence-based literature review. Journal of Healthcare Leadership, 12:69-83. https://doi.org/10.2147/jhl.s239676

 

Gilley, A., Gilley, J.W., & McMillan, H.S. (2009). Organizational change: Motivation, communication, and leadership effectiveness. Performance Improvement Quarterly, 21(4): 75-94. https://doi.org/10.1002/piq.20039

 

House, R.J., & Mitchell, T.R. (1975). Path goal theory of leadership. In: Faculty of Management Studies. Canada: University of Toronto.

 

Hubbart, J.A. (2023a). Organizational change: Considering truth and buy-in. Administrative Sciences, 13(1):3. https://doi.org/10.3390/admsci13010003

 

Hubbart, J.A. (2023b). Organizational change: The challenge of change aversion. Administrative Sciences, 13(7):162. https://doi.org/10.3390/admsci13070162

 

Hubbart, J.A. (2024a). The importance of stakeholder engagement across market domains. Journal of Global Entrepreneurial Management, 2(1):1-7. https://doi.org/10.59462/jgem.2.1.106

 

Hubbart, J.A. (2024b). Maximizing research impact in higher education: An approach to identify essential stakeholders and ensure use-inspired outcomes. Journal of Humanities and Education Development, 6(1):43-50. https://doi.org/10.22161/jhed.6.1.6

 

Hubbart, J.A. (2024c). Organizational change: Implications of directive change management. Human Resources Management and Services, 6(2):3457. https://doi.org/10.18282/hrms.v6i2.3457

 

Hubbart, J.A. (2024d). A primer for organizational change: Key models, theories, and practices. Austin Journal of Business Administration and Management, 8(1):1068.

 

Hubbart, J.A. (2024e). Understanding and mitigating leadership fear-based behaviors on employee and organizational success. Administrative Sciences, 14(9):225. https://doi.org/10.3390/admsci14090225

 

Kantabutra, S. (2020). Toward an organizational theory of sustainability vision. Sustainability, 12(3):1125. https://doi.org/10.3390/su12031125

 

Kjellström, S., Stålne, K., & Törnblom, O. (2020). Six ways of understanding leadership development: An exploration of increasing complexity. Leadership, 16(4):434-460. https://doi.org/10.1177/1742715020926731

 

Kouzes, J.M., & Posner, B.Z. (2017). The Leadership Challenge: How to Make Extraordinary Things Happen in Organizations. 7th ed. Hoboken, NJ: Jossey-Bass.

 

Kusy, M., & Holloway, E. (2009). Toxic Workplace!: Managing Toxic Personalities and their Systems of Power. United States: John Wiley & Sons.

 

Liu, M., Zhang, P., Zhu, Y., & Li, Y. (2022). How and when does visionary leadership promote followers’ taking charge? The roles of inclusion of leader in self and future orientation. Psychology Research and Behavior Management, 15: 1917-1929. https://doi.org/10.2147/prbm.s366939

 

Men, L.R. (2015). The internal communication role of the chief executive officer: Communication channels, style, and effectiveness. Public Relations Review, 41(4):461-471. https://doi.org/10.1016/j.pubrev.2015.06.021

 

Mombourquette, C. (2017). The role of vision in effective school leadership. International Studies in Educational Administration (Commonwealth Council for Educational Administration and Management), 45(1):19-36.

 

National Policy Board for Educational Administration. (2015). Professional Standards for Educational Leaders. Vol. 3. National Policy Board for Educational Administration. Available from: https://www.npbea.org/psel

 

Nishii, L.H., & Mayer, D.M. (2009). Do inclusive leaders help to reduce turnover in diverse groups? The moderating role of leader-member exchange in the diversity to turnover relationship. Journal of Applied Psychology, 94(6):1412-1426. https://doi.org/10.1037/a0017190

 

Norman, S.M., Avolio, B.J., & Luthans, F. (2010). The impact of positivity and transparency on trust in leaders and their perceived effectiveness. The Leadership Quarterly, 21(3): 350-364. https://doi.org/10.1016/j.leaqua.2010.03.002

 

Qiu, H., Zhang, Y., Hou, G., & Wang, Z. (2018). The integrative effects of leading by example and follower traits in public goods game: A multilevel study. Frontiers in Psychology, 9:1687. https://doi.org/10.3389/fpsyg.2018.01687

 

Raver, C.K., Ledford, A.K., & Norton, M. (2022). A strategic organizational approach to developing leadership developers. Journal of Character and Leadership Development, 10(1): 15-28. https://doi.org/10.58315/jcld.v10.253

 

Schuhmacher, K., Towry, K.L., & Zureich, J. (2022). Leading by example in socially driven organizations: The effect of transparent leader compensation contracts on following. The Accounting Review, 97(3):373-393. https://doi.org/10.2308/tar-2019-0227

 

Simons, T. (2002). Behavioral integrity: The perceived alignment between managers’ words and deeds as a research focus. Organization Science, 13(1):18-35. https://doi.org/10.1287/orsc.13.1.18.543

 

Uaikhanova, M., Zeinulina, A., Pshembayev, M., & Anesova, A. (2022). Developing leadership skills in university students. Cogent Education, 9(1):2143035. https://doi.org/10.1080/2331186x.2022.2143035

 

Walumbwa, F.O., Avolio, B.J., Gardner, W.L., Wernsing, T.S., & Peterson, S.J. (2008). Authentic leadership: Development and validation of a theory-based measure. Journal of Management, 34(1):89-126. https://doi.org/10.1177/0149206307308913

 

Wong, C.A., & Cummings, G.G. (2009). The influence of authentic leadership behaviors on trust and work outcomes of health care staff. Journal of Leadership Studies, 3(2): 6-23. https://doi.org/10.1002/jls.20104

 

Yaffe, T., & Kark, R. (2011). Leading by example: The case of leader OCB. Journal of Applied Psychology, 96(4):806-826. https://doi.org/10.1037/a0022464

 

Ye, Z., Shang, X., Shafait, Z., & Xu, Y. (2022). Impact of leading by example on employees’ organizational and job psychological ownership: A moderated mediation study. Frontiers in Psychology, 13:888653. https://doi.org/10.3389/fpsyg.2022.888653

 

Yukl, G. (2013). Leadership in Organizations. 8th ed. United Kingdom: Pearson Education, Inc.

 

Share
Back to top
Current Human Resource, Published by AccScience Publishing