The focus of ethical leadership is on the nature of a leader’s behavior. Ethical theories examine theories about leaders’ conduct and theories about leaders character, and thus help us to understand ethical leadership. The conduct of ethical leaders is divided into two types: theories that stress the consequences of leaders’ actions and those that emphasize the duty or rules governing leaders’ actions (Northouse, 2013, p. 424). These types are known as teleological theories because they examine whether conduct is right or wrong. A leader’s conduct can be described as ethical egoism, this states that a person should act as to create the greatest good for herself or himself; utilitarianism, states that we should behave so as to create the greatest good for the greatest number; and altruism, an approach that suggests that actions are moral if their primary purpose is to promote the best interest of others (Northouse, 2013, p. 425). The deontological perspective focuses on the duties or actions of the leader and his or her moral obligations and responsibilities to do the right thing.
Leaders character theories focus on who leaders are as people by utilizing virtue based theories. Although virtues are present in one’s personality, who leaders are can change or be influenced by others over time. In addition, if one habitually performs good deeds it can influence their own behavior positively.
I had a former manager whose conduct mimicked ethical egoism. This manager would aggressively push deadlines onto staff just so she could receive a bonus for having all her departments work completed early. The manager even went to the extreme of harassing an employee that was undergoing treatment for cancer and was working a reduced schedule to get her work in. We were all frustrated with this behavior and it created a very unpleasant work environment. Immanuel Kant may have said that this manager was treating her staff as a means to her own ends (Northouse, 2013, p. 431). This manager was ultimately terminated. She should have asked herself questions like, “What is the right and fair thing to do?” or “Do I show respect to others?” (Northouse, 2013, p. 439). By questioning her own ethical behavior, she could have corrected her actions and changed her approach before she was terminated.
The manager that replaced her, Michael, entered an office full of disgruntled staff members. Michael new he had a challenge on his hands to improve the negative work climate. Michael had an entirely different approach, an altruistic approach, and people in the office started responding to it fairly quickly. Much like Burns (1978) described, Michael began leading our group by encouraging staff members to demonstrate their talent and creativity (Northouse, 2013, pp. 429-430). He listened to the staff suggestions for improvement and integrated them with his ideas. Unlike our former manager, Michael was honest and fair to staff members, and in turn they were honest in their work and more productive.
The positive attributes present in Michael’s character spilled over into his conduct and even impacted the conduct of others, and thus he demonstrated ethical leadership.
Northouse, P. G. (2013). Leadership: Theory and Practice. Los Angeles: SAGE
Publications, Inc.