Unit 3: Characteristics of an Ethical or Virtuous Leader
Now, let's align the qualities we have explored in this course, Plato and Aristotle's classical virtues and different perspectives on leadership, into a more current framework for what it means to be a "good" or "virtuous" leader. Most successful leaders possess certain virtues. We will explore nine traits that some might describe as essential qualities for good leadership: honesty, moral courage and vision, compassion, fairness, intellectual excellence and willingness to listen to others, creative thinking, aesthetic sensitivity, good timing, and selflessness.
While these leadership elements frequently overlap with the classical ideals of virtuous leadership we discussed above, the correlation is not always direct or complete. In this unit, we will create links of each of these virtues with the most appropriate
classical virtue described by Plato and Aristotle.
Completing this unit should take you approximately 3 hours.
Upon successful completion of this unit, you will be able to:
- discuss each of the 10 virtues of outstanding leaders;
- assess the links between classical virtues and modern virtues;
- compare the classical leadership concept of justice with the modern concept of honesty;
- compare the modern virtues with the cultural values discussed in Unit 2; and
- explain the concept of servant leadership.
3.1: Honesty
An honest and virtuous leader will not lie, defraud, or cheat others. They restrain themselves from misleading others or withholding the truth from those who should know it. They dismiss any attempts to lead by deception and refuse to act or speak in ways that destroy the personal trust (ethos) they receive from others.
We can link our concept of honesty most closely with the classical ideals of justice, moderation, and courage.
This study finds that employees consider honesty the most important attribute of the leaders they follow. Leaders face a variety of moral and ethical dilemmas, and honesty in leaders is defined as "truthfulness, fairness in dealing with others, and refusal to engage in fraud, deceit, or dissembling". Followers respect leaders who are honest with them and express honesty in every action.
As you read, pay attention to the four main character traits followers desire from their leaders. Do you think partnership is more integral than productivity? How does honesty promote partnership? The article's conclusion returns to partnership and elements of fostering human flourishing. How do the concepts of partnership and promoting the wellbeing of others advance human flourishing for everyone involved?
Watch this talk, which examines the interplay of honesty and courage between leader and follower. Employees sometimes find themselves in situations where they must respond to dishonest leaders and organizations. How do you tap into your courage to create a more ethical culture – stepping into a leadership role as an ethical follower?
3.2: Moral Courage and Moral Vision
Moral courage refers to a virtuous leader's decision to act in ways they believe to be morally right or correct, despite facing impossible odds and personal risk. As we will learn, their action could result in popular opposition, shame, scandal, discouragement, and personal loss.
We can link the concepts of moral courage and moral vision most closely with the classical ideals of justice and courage.
Watch this video, which differentiates moral courage, which pertains to the soul or selfhood, from physical courage, where you act despite the possibility of physical harm or death. Consider the three leaders who acted with moral courage by championing small banking cooperatives, or co-ops, to help others.
Read this article for some additional acts of moral courage where the leader acts according to their moral convictions – honesty, integrity, care, humility, beliefs, liberty, and equality – for the welfare of others. Moral leaders "distinguish right from wrong, do right things, have honesty and integrity, seek justice, take responsibility, fulfill commitments, possess humility, show respect and serve, show courage to stand up for what is right, encourage and develop others".
Review this explanation of leadership that incorporates acting ethically with vision and courage. Think about how this depiction compares to the examples of moral courage you reviewed previously.
3.3: Compassion
A virtuous leader who is compassionate and caring can identify with the struggles, pains, and troubles of others. They also demonstrate their willingness to act in ways that mitigate and address these areas of distress. Virtuous leaders lead with compassion to promote Aristotle's ideal of human flourishing (eudaimonia) for those who are part of their sphere of leadership.
We can link our concept of compassion most closely with the classical ideals of justice, moderation, and human flourishing (eudaimonia).Read this article, which explains why compassionate leadership is essential in the healthcare field. But this approach is important regardless of the field you work in. Think about the barriers to compassion it describes. How can a good leader help mitigate these negative factors in themselves and others? What did the leaders do to foster compassion? Note the author's discussion of servant-leadership. What sorts of paradigm shifts in leadership does the author propose?
3.4: Fairness
We expect virtuous business and political leaders to be fair – they should treat others justly and impartially without discrimination or undue favoritism. Our modern concept of fairness closely aligns with the classical philosophical ideals Plato and Aristotle described when they discussed justice.
We can link our concept of fairness most closely with the classical ideals of justice, moderation, and human flourishing (eudaimonia).Read this text, which explains how ethical leaders should treat everyone fairly and base their judgments on "coherent, generally-accepted principles" such as "honesty, justice, fairness, avoiding harm to others, taking responsibility for one's actions, [and] putting the greater good ahead of one's own interests".
Read this article, which argues that fairness alone is not a sufficient guiding principle for an exemplary leader. Why does the author believe that using fairness alone is too subjective? Do you agree that Plato's Four Cardinal Virtues should always guide our actions in some measure?
3.5: Intellectual Excellence and Willingness to Listen to Others
Good and virtuous leaders are open-minded, intellectually curious, and want to learn. They are willing and able to listen to others. They value their co-workers and associates' opinions and are concerned about their happiness. They are not so proud and arrogant that they dismiss or disregard others' ideas and values, or favor their own expertise or opinions exclusively.
From a practical standpoint, it makes sense for wise leaders to listen to the opinions of those around them. Considering alternative ideas and perspectives helps us recognize the biases and stereotypes that may cloud our judgment or lead us to make faulty conclusions and decisions. Plato and Aristotle believed pride poses a significant danger to ourselves and those around us. Virtuous leaders should show humility.
We can link our concept of fairness most closely with the classical ideals of justice, wisdom, and moderation.
Read this article, which describes how good leaders listen to their employees and colleagues in empathic ways.
Watch this video, where a retired general answers questions about leadership and his experience as a U.S. Marine. Pay particular attention to what he says about the virtue of listening to others and how it has impacted his own intellectual and leadership excellence.
3.6: Creative Thinking
Virtuous leaders use their skill (techne), and practical wisdom (phronesis) to promote creative problem-solving. They not only offer wise solutions, but invite others to solve problems with creative solutions to and foster human flourishing (eudaimonia). Creative thinking aligns with our earlier discussion of wisdom.
We can link our concept of creative thinking most closely with the classical ideals of skill (techne), practical wisdom (phronesis), and human flourishing (eudaimonia).
As you read this article, think about how creative leaders foster human flourishing (eudaimonia) in the workplace.
3.7: Aesthetic Sensitivity
Aristotle argued that good leaders also have aesthetic sensitivity, or the ability to complete their tasks with beauty and balance. Remember Aristotle's discussion of virtue and the golden mean. Virtuous leaders not only care about what they create, but they also have a vision of excellence within their field of leadership, with an eye toward functionality, completeness, and perfection. They think about the process in addition to the goal or product. They recognize and work to promote balance, collaboration, and work together as a team toward a common goal.
We can link our concept of aesthetic sensitivity most closely with the classical ideals of skill (techne), practical wisdom (phronesis), and human flourishing (eudaimonia).
Read this article, which describes how to pursue excellence by creating a great teaching and learning environment for teachers and students. Good leaders have ideas about what needs to happen, but they also assume they can reach these goals more effectively by collaborating with their group or team. As you read, think about what makes this collaborative process more desirable and pleasing. Do you agree that this approach encourages human flourishing (eudaimonia)?
3.8: Good Timing
A good or polished leader knows when to act after carefully considering their options and when to take advantage of opportunities that come along. Plato and Aristotle considered this leadership ability to be an element of a leader's skill (techne) or technical craft, which is part of the practical side of wisdom. This quality describes a leader's ability to understand what is needed and the appropriate time to act to achieve their goals.
We can link our concept of good timing most closely with the classical ideals of skill (techne) and practical wisdom (phronesis).
Read this article, which describes how leaders often need to respond to various external and internal challenges that often present themselves unexpectedly to take advantage of opportunities when they arise.
3.9: Selflessness
Virtuous leaders are selfless and value the wellbeing of everyone, or human flourishing (eudaimonia). Virtuous leaders are willing to take less, so others have enough or more. They often help others be kind or good but expect to receive nothing in return. These virtuous leaders demonstrate the classical virtues of self-control and moral courage because they seek the best for others above themselves.
We can link our concept of selflessness most closely with the classical ideals of courage, moderation, and human flourishing (eudaimonia).
Interestingly, these attitudes of selflessness are in short supply, despite the benefits that accrue to the leader, followers, and the larger organization. As you read this article, think about how philosophy, servant-leadership, and selflessness are linked. In what ways does a selfless leader benefit? Why do you think the number of leaders who follow this approach is so low?
How does a selfless leadership style work in practice? Watch this talk, which describes how good leaders make us feel safe. The presenter describes the kind of selfless trust that comes from leading with courage, moderation, and human flourishing.