Leadership

It may be helpful to define what is meant by "leadership" and the language of ethics which can sometimes seem confusing when society uses the terms "values" "ethics" and "morals" interchangeably. For example what are the differences between "values", "morals" and "ethics" and what values a "person of character" may hold? In the first instance leadership may be defined as a process by which a person influences others to accomplish objectives and directs an organization in a way that makes it more cohesive and coherent. Boulding argues that people want to be guided by leaders they both respect and trust and who have a clear sense of direction. He maintains that to gain respect leaders must be ethical in all that they do (1)

Pinnell and Eagan provide us with further helpful definitions,
Values are core beliefs or desires that guide and motivate attitudes and actions.

Everyone has thousands of values, ethical and non-ethical.
Ethical Values are concerned with beliefs about what is right. They include caring, fairness and responsibility.Non Ethical Values relate to things we like, desire or deem personally important. These ethically neutral values may include a desire for wealth, fame or other pleasures. Values are motivators to actions.
Morals refer to an individual belief about what is right and wrong. Morals are a personal evaluation of values and behaviours especially concerning matters of religion, sex, drinking, gambling etc. Morals also serve as an internal alarm system.
Ethics refer to standards of conduct that indicate how people ought to behave based on specific principles that define what is right. Ethics deals with the ability to distinguish right from wrong and the commitment to do what is right. (2)

Individuals make choices based on their value systems according to their own morality. They may or may not choose to behave ethically. Some personal value systems are unethical according to the standards of behaviour most people agree upon. Boulding argues that the most successful leaders carry out this process by applying positive leadership attributes with high levels of skills and knowledge underpinned by unshakeable beliefs, values, ethics and character. (3)

Fluker, on the other hand, argues that leadership has a number of characteristics that arise from the life worlds of particular traditions. He maintains that this involves the embodiment of moral beliefs and practices that have influenced the ethos or character and the shared meanings of people engaged in those traditions. It also aims to serve the collective good through authoritative speech and responsible action. Therefore he declares that to achieve these goals a leader must have, "impeachable character", which finds favour with all parts of both the workforce and the client base and alienates none. Trust is an essential part of this mix (4)

Hawkins, points out that if a leader is trustworthy he must possess character, competence and commitment. Character, he argues, may be explained as the combination of moral guidelines by which a person is judged apart from intellect and talent. Hawkins develops this theme by asserting that, "character is the alignment of one's speech and actions with one's core belief about reality and truth. (5) Put simply character has to do with one's demonstration of virtue and ethical leaders must have consistent standards that cannot be diluted in that grey area between one's public face and private life.

Retired General H. Norman Schwarzkopf sums up the importance of character in relation to leaders. He said, "Leadership is a potent combination of strategy and character. But if you must be without one, be without the strategy". (6) It therefore appears clear that total accountability and transparency are vital ingredients in building a reputation as an honest and trustworthy individual. Such values are also core components of a person's character and are reflected in all life decisions regardless of the prevailing circumstances.

Therefore to be trusted you need to show consistency, sameness and continuity, which generate outer predictability and inner certainty. It therefore follows that this trust must transcend the fragile border between public face and private life and this is particularly true of leaders who represent powerful and influential organizations. Hawkins picks up on this theme and says “Individuals aspiring to be leaders must also recognize that the test of time is compelling, it builds patience and in some a rich humility. Time proves the values of one's virtues and a consistency with which they are displayed. (7) Time is the acid test that determines the credibility and morality of any leader and conversely it is also time that will allow patterns of unethical behaviour to emerge indicating flaws in one's character.

References

1. Boulding, K. 'Concepts of Leadership'. The Image: Knowledge in Life and Society. University of Michigan Press (undated).

2. Pinnell, P and Eagan, S C. Exploring Ethical Leadership. West Virginia University (WLE 352).

3. Boulding, K, op cit.

4. Fluker, W, President of Fellows of Harvard College. 'Ethics and Leadership' Roundtable 3: Conversations on Leadership 2001.

5. Hawkins, J. 'What exactly does Ethical Leadership Mean These Days?' Ph.VII, No 3, Issue 12, summer 2000.

6. Schwarzkop, F H. Norman, retired Commander in Chief, United States Central Command. (1988-1991). Quoted from Quotes on Integrity retrieved from web source.

7. Hawkins, J, op cit.