Ethical Leadership

Peter G. Northouse’s Leadership is internationally considered as a standard introduction of leadership. One thing the book makes very clear is how many perspectives there are on leadership.

“Good” Leadership

One of those perspectives that is very high to my priorities list is the focus on ethics. While trying to have students and scholars engage for different project for the student ministry I worked for in Belgium, within our team we often discussed the lack of ethics focused classes in several disciplines. Economic and business oriented disciplines are not an exception here: efficiency and effectiveness are just much more important than the ethics of character and method.

Without taking an ethical dimension into concern both Hitler and Stalin could have been considered to be good leaders, but intuitively everyone senses there is something missing in this approach. Ethics are indispensable to be considered to be a good leader.

Good Behaviour

But how do you define ethical leadership? Or even more difficult: how do you measure it? Yes, you can define ethical leadership in terms of character features, but in reality no one really knows what goes on inside a person. However, what everyone can see is the behavioural dimension.

The Dutch scholars Karianne Kalshoven, Deanne N. Den Hartog and Annebel H.B. De Hoogh (The Leadership Quarterly 22, 2011) tried to translate the concept of ethical leadership to following, behavioural dimensions:

• Fairness: Do not practice favouritism, treat others in a way that is right and equal, make principled and fair choices
• Power sharing: Allow followers a say in decision making and listen to their ideas and concerns
• Role clarification: Clarify responsibilities, expectations and performance goals
• People orientation: Care about, respect and support followers
• Integrity: Consistence of words and acts, keep promises
• Concern for sustainability: Care about the environment and stimulate recycling