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Ethical Leadership in Higher Education The nex

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The nexus between leadership and ethics has been characterized by Rushworth Kidder (2005) as requiring individuals to exhibit moral courage, standing up for values that may be difficult to maintain and which are often challenged by more pragmatic individuals or circumstances that require difficult choices. This particular relationship between ethics and leadership is of significance in the context of higher education for several reasons. C.E. Johnson (2004), for example, argues that leadership in this and any other field requires the ability to differentiate between policies and programs that superficially appear to be ethical and those that are actually ethical.

It is the purpose of this report to move from a definition of ethics and values to an understanding of how leaders implement ethical decisionmaking and standards in moving their organizations forward. The argument to be advanced is that as Joanne Ciulla (2004) notes, while we live in a world in which leaders are often morally disappointing we also live in a world where most people long for ethical leaders who may perceive themselves as transformational leaders, servant leaders, or individuals who are filled with high moral purpose who also recognize the need for practical action.

Kidder (2005) suggests that ethical codes and standards are derivatives of moral values that are inculcated in individuals by their families, communities, religious affiliations, and their professions. Generally, ethics is understo

. . .
uthoritarian form of leadership. Altruistic leadership in contrast, is similar to servant leadership in that it considers leaders most effective when they are not selfish and when they act in an inspirational manner. These leadership theories as described by Johnson (2004) offer managers and administrators in all fields, including higher education, various approaches to making ethical decisions and creating ethical cultures within their organizations. The question of how administrators, managers and leaders understand ethical responsibilities is of significance in this report. Kidder (2005) argues that all leaders in all types of organizations recognize that ethical behavior is necessary from a legal perspective; behaving ethically can be confused, however, with behaving in a manner that is legally appropriate but which does not meet higher standards of ethical conduct. Here, said Kidder (2005), enters the necessity of acting with moral courage û taking positions that might be damaging in the short term, but which are ethically correct and therefore likely to be more beneficial over the long term. In higher education, for example, this may mean that a college or university president must be sure to discipline any student or
. . .

Some common words found in the essay are:
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Approximate Word count = 1999
Approximate Pages = 8 (250 words per page)

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