In addition to vision setting, policy development, management and production, the demonstration of moral and ethical behaviour in leadership is essential.  All organizations face times of victory or success and times of turbulence and struggle.  In either case the leader sets the tone.  The degree to which the leader is able to demonstrate an authentic appreciation for the followership and give credit where it is due  in the good times sets an example that success comes when the talents of the whole team are recognized.  In this way a culture of collaboration rather than cut throat competitiveness is created.  This happens most authentically when the leader is able to establish and continually reenforce that the purpose behind any of the work functions because of a greater ethical or moral code (Van Buren, 2013). Similarly in times of challenge or struggle, the ability of the leader to demonstrate hope, courage and resilience impact the overall confidence and climate of the followers within an organization (Avolio and Gardner, 2005).

Organizations are dependent on public or customer favour, to be financially viable and to complete their work consistently over time they must be seen to be operating in an ethical manner.  The perception of the organization is influenced by the ethical behaviour of its leaders and employees.  It must not be seen to be financially questionable, to have employees who are not treated favourably or to act in the marketplace in a way that is unacceptable. Largely, protecting the organization in this way is the job of the organizations leadership (Van Buren, 2013).

The leader must build a moral or ethical culture. The leader must balance both the means and the end by creating an ethical process of achievement which recognizes both employees and clients well along the way (Van Buren, 2013).  The positive moral tone created by the leader through positive behaviour, ethical decision making, fair treatment of people and building high quality relationship will have a contagious impact on the overall function of the organization and the followers.  The leader may end up transforming followers into ethical leaders simply by being a good role model.  For this reason, authentic ethical leadership must be a central function of a leader (Avolio and Gardner, 2005).

As my organization grows, the staff size continues to grow with it.  Where I was once able to create a positive and ethical culture because it was easy to have direct contact with each staff member, new structures need to be put in place to allow this to continue to happen.  As a Christian school, we all operate as a staff from an external ethical code, the Bible, which allows for shared values in how we approach each other as staff as well as students and parents.  As the staff grows however, situational complexity, poor communication, or lack of contact can create an environment where employees and leadership can trend toward being focused on self.  We would all agree as leaders and followers that we do many things very well as a team but their is room to do better.

If my organization is going to flourish the staff must also flourish.  In light of organizational growth, the most important thing I can do is to create an open, safe, honest and consistent culture of communication where we are able to ask hard questions and problem solve together. (Van Buren, 2013). To lead this process I must recognize and develop the variety of strengths within the followership. I must be positive, encouraging and consistent. I must respond to all situations we face as an organization and a staff in recognition of our our values and by recognizing the variety of interests which may be represented within our community.  These things are only possible if they come from a place of ethical authenticity.  I must keep myself aligned to Biblical values and true to who I am as a person  (Avolio and Garner, 2005).

Morality and ethics are not interchangeable terms.  For ethical leadership to be studied further, they should be independently defined.  How would you explain the difference between moral and ethical in terms of leadership?

 

References

Avolio, B. & Gardner, W. (2005). Authentic leadership development: Getting to the root of positive forms of leadership. Leadership Quarterly, 16, 315-338.

Van Buren, J. (2013) What is Ethical Leadership?  Retrieved from https://www.youtube.com/watch?v=ks2QGoIq5nA