Ethical leadership appears simple yet has layers of meaning interpretation. The purpose of this book is to elucidate what ethical leadership looks like and how it works in a variety of different contexts. This book was originally published as a special issue of the Journal of Change Management.

Presents analysis, examples, and ideas about the future in a lively yet academically robust format. The book presents the ethical leadership dilemmas of day-to-day international business life in all their complexity, providing a range of angles, options and ideas to feed a questioning mind.

The fourth edition of the best-selling text, Ethical Leadership and Decision Making in Education, continues to address the increasing interest in ethics and assists educational leaders with the complex dilemmas in today’s challenging and diverse society. Through discussion and analysis of real-life moral dilemmas that educational leaders face in their schools and communities, authors Shapiro and Stefkovich demonstrate the application of the four ethical paradigms—the ethics of justice, care, critique, and profession. After an illustration of how the Multiple Ethical Paradigm approach may be applied to real dilemmas, the authors present a series of cases written by students and academics in the field representing the dilemmas faced by practicing educational leaders in urban, suburban, and rural settings in an era full of complications and contradictions. Following each case are questions that call for thoughtful, complex thinking and help readers come to grips with their own ethical codes and apply them to practical situations. New in the Fourth Edition: A new chapter on technology versus respect, focusing on ethical issues such as cyber-bullying and sexting. New cases on teachers with guns, the military and education, children of undocumented immigrants, homeless students, videos in bathrooms, incentive pay, first responders, private alternative high schools, verbal threats, and gaming etiquette. Updates throughout to reflect contemporary issues and recent scholarship in the field of ethical leadership. This edition adds teaching notes for the instructor that stress the importance of self-reflection, use of new technologies, and global appeal of ethical paradigms and dilemmas. Easily adaptable to a variety of uses, this book is a critical resource for a wide range of audiences, including both aspiring and practicing administrators, teacher leaders, and educational policy makers.

The fifth edition of the best-selling text, Ethical Leadership and Decision Making in Education, continues to address the increasing interest in ethics and assists educational leaders with complex dilemmas in today’s challenging, divided, and diverse societies. Through discussion and analysis, Shapiro and Stefkovich demonstrate the application of four ethical paradigms – the ethics of justice, critique, care, and the profession. After illustrating how the Multiple Ethical Paradigms may be applied to authentic dilemmas, the authors present cases written by graduate students, practitioners, and academics representing dilemmas faced by educational leaders in urban, suburban, and rural public and private schools and universities, in the U.S. and abroad. Following each case are questions that call for thoughtful, complex thinking and help readers apply the Multiple Ethical Paradigms to practical situations. New in the Fifth Edition are more than ten new cases that cover issues of food insufficiency, the pandemic’s effects on diverse school populations, a student’s sexual orientation, transgender students in the university, lock-down drills for young children, refugees in a Swedish school, boundaries in high school sports, generational differences in an adult diploma school, acceptance of animals on campus, and hate speech in the academy. This edition also includes teaching notes for the instructor stressing the importance of self-reflection, use of new technologies, and global appeal of ethical paradigms and dilemmas. This book is a critical resource for aspiring and practicing administrators, teacher leaders, and educational policy makers.

Are leaders morally special? Is there something ethically distinctive about the relationship between leaders and followers? Should leaders do whatever it takes to achieve group goals? Leadership Ethics uses moral theory, as well as empirical research in psychology, to evaluate the reasons everyday leaders give to justify breaking the rules. Written for people without a background in philosophy, it introduces readers to the moral theories that are relevant to leadership ethics: relativism, amoralism, egoism, virtue ethics, social contract theory, situation ethics, communitarianism, and cosmopolitan theories such as utilitarianism and transformational leadership. Unlike many introductory texts, the book does more than simply acquaint readers with different approaches to leadership ethics. It defends the Kantian view that everyday leaders are not justified in breaking the moral rules.

Radical Thoughts on Ethical Leadership, provides contributions from established scholars with fresh perspectives on ethical leadership, with challenging viewpoints that have been given little coverage in the literature to date. Radical Thoughts on Ethical Leadership includes theoretical perspectives that are founded on unconventional approaches—radical, “outside the box” ideas that would be difficult to get through the conventional journal review process. The volume brings together noted researchers from a variety of disciplines and explore non?mainstream approaches to ethics and social responsibility theory, research, and practice in both business and public administration. Grounded in the established literature and providing insight for researchers, managers/ administrators, or organizations at large, the volume establishes new paradigms for the field of ethical leadership.

The world cries out for ethical leaders. We expect the best, but we are often left profoundly disappointed. While leadership programs may feature ethics as part of their curriculum, the approach is often either simplistic or overly esoteric. This second edition addresses this scarcity of resources for training ethical leaders, providing a primer of several ethical frameworks accompanied by extended examples to help inform decision-making. It also addresses several leadership models that claim an ethical component. The new edition also includes new chapters on the ethics of care and toxic leadership, and new case studies for all chapters. By providing a consistent case analysis based on the Five Components of Leadership Model, readers benefit from a comprehensive approach to understanding ethical leadership.

Ethical leadership has come to the forefront of management thought in the twenty-first century in the wake of breaches of judgement and integrity that have plagued international markets. This volume assembles an international cadre of management scholars to explore questions surrounding ethical leadership. Using a variety of methods and approaches, this collection of studies examines how people determine the ethicality of their leaders, the complex connection of trust and those perceptions, and how that affects positive employee outcomes in the private and public sectors. Issues are explored both from the standpoint of behaving unethically and behaving ethically at the individual and firm levels. The diversity of approaches and penetrating insight makes this a valuable resource for anyone interested in understanding the dynamics of ethics and leadership. This book was originally published as a special issue of the Journal of Change Management.

7 Lenses has an important purpose - to provide a clear, actionable road map for leading ethically in a complex world. With a Foreword by Stephen M. R. Covey, this book takes us beyond the triple bottom line to 7 different perspectives on ethical leadership, and provides 14 Guiding Principles that help us honor them all in daily leadership. It answers: Why do even the ethics experts disagree about what ethical leadership means? What is the bigger picture that we should use as our leadership road map? What are the business benefits of intentionally using high-level ethical leadership? What can we do to be prepared for the future of ethical leadership? The examples, graphics, cases and questions provide a framework for deeply engaging constituents and building trust for the long term.

Ethical leadership does not simply emerge from a code of conduct, a good school, or a host of good intentions. It is an individual choice, or rather a series of choices that emerges from the complex interaction of personal values with social imperatives. This book explores how and why some people become ethical leaders in morally challenging and complex social environments. In Ethical Leadership, Aidan McQuade provides insight into the concept of human agency – the individual’s choice of a course of action in response to the options posed by that individual’s engagement with the social world. He puts forth a new model of human agency – the "cruciform of agency" – which recognises that the potential range of individual action emerges from the nature of the resonance that social options strike with personal thoughts. Every action adds to the individual’s personal biography in ways that influence subsequent choices by confirming or changing personal values and hopes, hence influencing the way the individual subsequently thinks about the world. In explaining the potential and limits of human agency for ethical leadership, the book establishes a basis for executives, policy makers and academics to conceptualise and develop more robust and realistic approaches for the mitigation of some of the most pressing moral issues facing humanity today. These include the inter-related challenges of modern slavery and global warming, which pose such critical threats to the Earth itself. In this book McQuade not only sets an agenda for action but empowers individual leaders to find the moral courage to better advance human rights and preserve the environment even when such action requires unpopular choices.