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Ethical leadership and ethical reasoning in higher education have been the focus of many concerns as universities and colleges attempt to prepare and train educational leaders, particularly in light of high-profile scandals involving educational leaders. Scholars are increasingly interested in why unethical behavior continues to be problematic among leaders. Unethical behavior continues to exist, even though diverse strategies have been incorporated in programs that prepare prospective leaders for leadership roles (i.e., leadership programs and graduate programs). This study addressed the perceptions among community college leaders regarding ethical leadership and ethical reasoning and what guides ethical decision-making among community college leaders. A qualitative study was conducted using a questionnaire designed specifically for this study. The researcher collected data by conducting face-toace interviews with 15 community college leaders in Alabama. The findings of this research demonstrated that community college leaders believe that ethical leadership is more about who the leader is and what a leader does. Additionally, ethical leadership incorporates fairness, integrity, and concern for others into the leadership style. Ethical reasoning among community college leaders tends to be three dimensional; it is about the situation, institutional obligations, and other institutional endeavors. Participants believe that community college leaders in Alabama relate ethics and decision-making to duty and institutional obligations. Research results indicated that the answer to leaders behaving more ethically lies in the quality of programs that train leaders (i.e., graduate programs and leadership training programs). Participants suggested that programs have improved. However, a more comprehensive and intensive concentration on ethics and ethical behavior should be incorporated into graduate and leadership training programs. Specifically, there should be more opportunities to learn from real life ethical case studies and more role playing scenarios.

Given the prevailing ethical crisis and subsequent collapse of a number of modern organizations, the lapse in leader ethics as a determining factor of the proliferation of corrupt practices has come to dominate leadership discourse. Ethical leadership has been linked not only to avoiding organizational destruction but to fostering healthy, productive organisations. In line with this, the current study aimed to assess the role of employee perceptions of ethical leadership in promoting employee engagement, via the mediating mechanism of employee perceptions of psychological safety.. Having distributed an email survey to administrative employees of a technological goods producer, Kalshoven et al.’s (2011) Ethical leadership at Work scale, Carmeli and Gittel’s (2009) psychological safety scale and the 17-item version of Utrecht’s employee engagement scale (Schauefeli & Bakker, 2003) were completed by 139 participants. Using structural equation modelling, the findings supported the linkage between ethical leadership and employee engagement and confirmed the role of psychological safety in mediating this relationship.

The best-interests principle is a widely used ethical, legal and social basis for policy and decision-making involving children [italics added] (Kopelman, 1997). In response to modern ethical leadership, a growing number of academics have examined the relationship between the best interest principle and decision making (Cranston, 2006; Tirri, 1999, 2001, 2002). Shapiro and Stefkovich (2001) and Stefkovich (2006) responded to this interest with two educational ethical decision making models where best interests are central. The models incorporated foundational works like Starratts (1994) multidimensional ethical framework and Walkers (1998) jurisprudential and ethical perspectives. Additionally, Stefkovich (2004, 2006) sought to include jurisprudential constructs such as rights, responsibilities and respect . However, despite the academic attention for best interests, only a small number of empirical studies have been conducted (Frick, 2006; Shapiro & Stefkovich, 2001; Stefkovich, 2006). The purpose of this research was to examine the best interest(s) principle through an investigation of theory, practice and professional praxis and thus to identify the common use and understanding of the best interests principle in Canadian in-school administrative practice. Quantitative and qualitative methods were used in this study. Research methodology consisted of self-report, structured questionnaires including both closed attitudinal and open ended questions and a semi-structured focus group interview. A best interests questionnaire was embedded in a larger study entitled Moral Agency and Trust Brokering: Challenges of the Principal and distributed to a stratified sample of Canadian in-school administrators. The data was subjected to both descriptive statistical and thematic analysis.<p> The findings revealed a compelling image of the best interests principle in educational administrative practice. Analyses of the data revealed two categories of thought: (a) broad conceptualizations and general perspectives toward defining best interests and (b) general methodological considerations or approaches to applying best interests principle. The best interests of the student(s) was broadly conceptualized and defined as three major categories of thought: best interests as core good, best interests as good pedagogy, and best interests as holistic.<p> Additionally, three methodological considerations were identified as contributing toward the application of the principle: stakeholders influence, contextual considerations and relational aspects. Respondents preferred to define best interests in caring and collective terms. Analysis revealed simultaneously narrow and broad interpretations of interests. Implications for theory supported a modified professional ethic and best interests model that balances the ethical paradigms of care, critique, justice and community with the jurisprudential constructs of responsibility, respect and rights. Two central dichotomies emerged within interpretations of the best interests principle in the ethical and jurisprudential literature forming a matrix of best interests: individual v. collective and subjective v. objective. This study placed the respondents centered on the continuum between individual and communal and subjective and objective.<p> The findings of this study indicated that continued best practices in ethical decision making pedagogy would serve to augment the findings of this study. Likewise, continued research in the area of multiple ethical paradigms, ethical leadership and ethical decision making among in-school administrators would serve to extend the findings of this study.

The best-interests principle is a widely used ethical, legal and social basis for policy and decision-making involving children [italics added] (Kopelman, 1997). In response to modern ethical leadership, a growing number of academics have examined the relationship between the best interest principle and decision making (Cranston, 2006; Tirri, 1999, 2001, 2002). Shapiro and Stefkovich (2001) and Stefkovich (2006) responded to this interest with two educational ethical decision making models where best interests are central. The models incorporated foundational works like Starratts (1994) multidimensional ethical framework and Walkers (1998) jurisprudential and ethical perspectives. Additionally, Stefkovich (2004, 2006) sought to include jurisprudential constructs such as rights, responsibilities and respect . However, despite the academic attention for best interests, only a small number of empirical studies have been conducted (Frick, 2006; Shapiro & Stefkovich, 2001; Stefkovich, 2006). The purpose of this research was to examine the best interest(s) principle through an investigation of theory, practice and professional praxis and thus to identify the common use and understanding of the best interests principle in Canadian in-school administrative practice. Quantitative and qualitative methods were used in this study. Research methodology consisted of self-report, structured questionnaires including both closed attitudinal and open ended questions and a semi-structured focus group interview. A best interests questionnaire was embedded in a larger study entitled Moral Agency and Trust Brokering: Challenges of the Principal and distributed to a stratified sample of Canadian in-school administrators. The data was subjected to both descriptive statistical and thematic analysis.<p> The findings revealed a compelling image of the best interests principle in educational administrative practice. Analyses of the data revealed two categories of thought: (a) broad conceptualizations and general perspectives toward defining best interests and (b) general methodological considerations or approaches to applying best interests principle. The best interests of the student(s) was broadly conceptualized and defined as three major categories of thought: best interests as core good, best interests as good pedagogy, and best interests as holistic.<p> Additionally, three methodological considerations were identified as contributing toward the application of the principle: stakeholders influence, contextual considerations and relational aspects. Respondents preferred to define best interests in caring and collective terms. Analysis revealed simultaneously narrow and broad interpretations of interests. Implications for theory supported a modified professional ethic and best interests model that balances the ethical paradigms of care, critique, justice and community with the jurisprudential constructs of responsibility, respect and rights. Two central dichotomies emerged within interpretations of the best interests principle in the ethical and jurisprudential literature forming a matrix of best interests: individual v. collective and subjective v. objective. This study placed the respondents centered on the continuum between individual and communal and subjective and objective.<p> The findings of this study indicated that continued best practices in ethical decision making pedagogy would serve to augment the findings of this study. Likewise, continued research in the area of multiple ethical paradigms, ethical leadership and ethical decision making among in-school administrators would serve to extend the findings of this study.

Based on western leading charismatic leadership model, this research demonstrates the critical position of the virtue component on a charismatic view of leadership and further formulates a moral-added charismatic leadership model adaptable to the Taiwanese business contexts. We investigate how this moral-added charismatic leadership and Chinese paternalistic leadership models fit with the actual leadership practices in Taiwanese business organizations. We go through the major western charismatic leadership and Chinese paternalistic leadership theory literature and infer that both the charismatic leadership and the virtuous leadership dimension are culture-free leadership constructs, so they can be cross-culturally merged. We obtained 314 samples from managers in Taiwanese civilian organizations, and conduct the statistical analyses by using SEM technique. The findings indicate the Western Conger and Kanungo¡¦s charismatic leadership model is adoptable in Taiwan business context, and a more effective charismatic model can be formed when the virtue leadership factor is merged with this C/K charismatic leadership model. The present study also demonstrates that both the Western originated C/K charismatic leadership and the benevolent and virtue leadership dimensions of Chinese Paternalistic leadership in same constrained model can they respectively predict follower¡¦s cognitive leadership effect. We posit that managers receive follower¡¦s positive recognition by demonstrating strategic vision and articulation, sensitivity to member¡¦s needs, virtue leadership and benevolent behaviors. The present study merges Western originated charismatic leadership with Oriental virtue leadership dimension for a cross-cultural verification, perform the consolidate study of the charismatic leadership and Chinese paternalistic leadership, identify some key issues for future study, and provide managerial implications for leadership practitioners.

Due to an increased importance for organisations to act according to ethical leadership, we identified the need to extend the perspective of how ethical leadership practices are developed, enhanced and spread among leaders horizontally. Since previous literature has focused on ethical leadership from a top management perspective, it is of interest to examine how ethical leadership is discussed and practised among middle managers as they encounter ethical dilemmas to a greater extent. By conducting a qualitative content analysis of interviews and documents, we declare a case study on middle managers in a tech company. Suggesting social learning as a proper lens to investigate our issue, we found that middle managers learn ethical conduct prominently via identification and knowledge sharing including feedback and reflection. By identifying important elements of ethical leadership, we could further interpret what practices were spread and reinforced among mid-level managers. These were the ability to be transparent, authentic, available and to value diversity, inclusion, and risk-taking for the sake of employees. However, it was evident that the horizontal learning of ethical conduct occurs in a reactive manner, triggered by events in a complex web of social learning. Therefore, in order for ethical leadership to regularly be learnt between the middle managers, a formal structure and the ethical culture can reinforce the way in which ethical leadership practices are spread horizontally.

Moral courage will no longer be an option for Nursing Home Administrators (NHA) to lead ethically with the projections for the future needs of healthcare services and the governmental involvement in containing the costs of care in the United States. The estimated increase in the 65 year and older population over the next 40 years and the accompanying impacts necessitate that healthcare will need to make significant changes from the care and services that currently exist. This growth in population of older adults will also be coupled with increased disability and declining resources. Due to these trends, persons in leadership positions in nursing homes are going to be increasingly faced with balancing competing needs and the equitable distribution of resources. For a leader to be able to function effectively within this healthcare environment requires moral courage in making the difficult decisions that are being presented. Healthcare has always been posed with ethical dilemmas at times but the rapid changes and increases in need will not allow for occasional situations to arise that necessitate difficult decisions. These will become the norm for the daily operations for care delivery and the leadership of nursing homes must possess the ability to act courageously as an advocate for the patients and residents within the limited resources. &lt;br&gt;Like most other healthcare professions, NHAs are not proficiently trained to think in ethical terms, particularly on a day-to-day basis. In addition, there are inadequate ethical guidelines in the professional associations and licensing standards for administrators. Many NHAs do not possess the skills, knowledge, or character to enact moral courage. Without moral courage the residents and patients will not have the ethical representation by the leadership which poses a concern for upholding the best interests of the residents and patients who deserve to be treated with dignity and respect as valued and unique individuals. To think ethically requires education and skill development if not already intrinsic to the person. Ethical actions must follow through the decision making process and moral courage is the conduit for ethical leadership for the Nursing Home Administrator. &lt;br&gt;To understand these ethical concepts within the healthcare realm of nursing homes and the leadership perspective is to first review the background for this need for moral courage. The heart of holding a leadership position in any healthcare organization is to manage all operational aspects that provide and support the care of the patients and residents. The historical review of healthcare in the U.S. will look at the progression to the current implementation of healthcare reform which is necessitating decisions surrounding competing needs. This evolving healthcare situation is ripening challenges for moral courage in the forms of limited education in ethics, conflicts of interest, and resource allocation. The typical scenario for ethical dilemmas has been deciding between patient and financial benefits however decisions will increasingly involve choices among competing patient needs when each patient could benefit. Past examples are summarized which outline poor ethical choices among healthcare leaders which will further support an increasing need for moral courage in decision making. &lt;br&gt;In healthcare moral courage is rooted in providing care to patients in a caring manner. The relationship between moral courage and patient care will be assessed by defining morality and courage. Courage will be further explored from a philosophical perspective within its defining qualities of gaining insight, being motivated to act with courage, and to experience a need to help another which connects it very appropriately to care. The provision of care is the core function of nursing homes which can get lost or forgotten within the organizational complexities. The NHAs who possess the attribute of courage can utilize it through acts of caring. This caring nature can be exhibited by going beyond the self for the leadership and recognizing the sanctity and dignity of all human life which can be displayed in morally courageous decisions. For NHAs to act ethically, they must recognize patients as persons first who are in need of care. To come from the point of the patient is the foundation for decisions, ethically, in which the leader must maintain a human connection. The ethics of care brings together several points that are paramount to ethical decision making for the leadership. This theory includes basic principles for moral development and the relationships between the patients and the caregivers. Although the ethics of care is relationship-based, ethical leadership is still bound to upholding the rights of the patients which are supported by traditional ethical theories based in justice. The combination of the relationships with the patients, and being an advocate for their rights, aligns moral courage with caring actions. &lt;br&gt;Moral courage is the core of ethical leadership in nursing homes and starts with a review of determinates that contribute to the NHA leading morally. While there are contributors to strong ethical leadership such as values, competencies, emotional awareness, and accountability, there are also challenges that can lead to moral compromise. There are a variety of leadership styles which will be discussed along with secondary distinctions formulated on traits, which will offer differing approaches in enacting moral courage. Some styles lend themselves more readily to promoting an ethically grounded nursing home. Several models for ethical decision making will be explained which can be applied to morally courageous resolutions. &lt;br&gt;The actions and decisions of the leadership of all organizations define the ethical climate and their morally courageous decisions set the expectations for the rest of the organization to follow. The combination of written guidelines and the actions of the leadership flow into a level of trust. The nature of the ethical climate will be apparent through both internal and external means and in the value placed on the decisions surrounding quality of care and safety within nursing homes. Compliance and ethics programs serve as another level of support for providing positive ethical environments. These programs can offer nursing homes a constant mode of checks and balances to insure that an atmosphere is maintained which promotes moral courage throughout the organization. &lt;br&gt;A barrier for leaders to be effective in making decisions requiring moral courage is the need to comprehend and develop a level of competency to do so. Several strategies will be covered that include ethics education, leadership mentoring, and case study reviews that can be utilized for training and development purposes. Also models for assessing and carrying out decisions based in moral courage will be explained as other resources for leadership development. The author also offers a model of moral courage for consideration. &lt;br&gt;For the future of nursing homes moral courage will become a requirement in executive leadership for ethical decision making in the best interests of patient care. Given the demographic changes that are evolving along with the anticipated growth and resource allocation, the challenges surrounding ethical dilemmas will become increasingly problematic. Leaders will need to be tethered to a virtuous foundation of courage and care that never loses sight of the patient as person with the sanctity and dignity in all human life. As decisions are navigated through moral courage, which is translated through behaviors and actions of the NHA, they will necessitate that the leadership have the ability to operate beyond self-interests. Where the competencies do not exist there will be a need for leadership development and an even greater need for strength of character among the highest levels of healthcare organizations to establish positive ethical climates. The NHA leaders beginning now and into the future will need to balance the care requirements against resource limitations and financial viability in a more demanding way than ever before in this ever-changing healthcare delivery system. / McAnulty College and Graduate School of Liberal Arts; / Health Care Ethics / PhD; / Dissertation;

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In this study perceived ethical leadership was examined as a moderator of the relationship between the dark triad personality traits of narcissism, Machiavellianism, psychopathy and counterproductive work behavior (CWB) using a sample of 208 employees recruited through Amazon Mechanical Turk. These participants completed measures of personality (Short Dark Triad; Jones & Paulhus, 2014), counterproductive workplace behavior (Counterproductive Work Behavior Checklist; Spector et al., 2006), and employee perception of their direct supervisor’s ethical leadership (Brown, Treviño, & Harrison, 2005). Participants were compensated $0.65 for completing the survey. Correlation and moderation analyses (Hayes, 2012) were used to analyze data. Significant correlations suggest that individuals scoring high on Machiavellianism and psychopathy also reported engaging in more CWB. The relationship between Narcissism and counterproductive workplace behavior approached significance in the predicted direction. Machiavellianism and psychopathy were not negatively related to the employee’s perception of their supervisor’s ethical leadership. Narcissism was significantly positively related to an employee’s perception of their supervisor’s ethical leadership. Finally, ethical leadership did not moderate the relationship between Machiavellianism or psychopathy and CWB. Ethical leadership did not moderate the relationship between Narcissism and CWB, but results were approaching significance in the predicted direction. These results suggest that employees who are manipulative and lack empathy were more likely to engage in harmful behaviors in the workplace such as abuse, production deviance, sabotage, theft, and withdrawal. Further, employees who were more narcissistic and have a grandiose view of themselves were more likely to view their leaders as ethical. Overall, the results of this study indicate that perceived ethical leadership does not affect the frequency in which employees high in narcissism, Machiavellianism, and psychopathy reported engaging in counterproductive work behaviors.