Individual case study

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1. How is ethical, authentic and morally based leadership demonstrated in the Pierian Centre case study?

According to Grace (2006) defines ethical leadership is that ‘knowing your core values and having the courage to live them in all parts of your life in service of the common good.’ Ciulla suggests the three categories to ethical leadership: intentions, relational and the ends (Schedlitzki and Edwards 2014).
Intentions are the ethics of leaders themselves (Schedlitzki and Edwards, 2014, p.221). In the case study, the intentions of June are not self-interests, the Centre is for seeking positive changes for the individuals and organisations in the community. As the vision of the Pierian Centre said ‘it is a social enterprise that was
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Relational transparency refers to ‘communicate openly and being real in relationships with others’ (American University, 2011). In this case, one of the most important personal and organisational values is authenticity. June had genuine carried out her personal value to the Centre and engaged in part of the fundamental leadership.
The ethical, moral and authentic based leadership is very difficult to occur in all organisations. Different leaders would have different leadership style. Unethical leaders serve their self-interests through their charisma to power over followers. Transactional leaders try to change the followers’ attitude and behaviour through fostering the moral virtue. Ethical leaders use leadership to serve others through the social constructive way (Robbins et al., 2014, p.314). According to Gardner et al. (2005), there are three levels of authentic leadership:
“1. Individual personal authenticity is the level which one know one’s self and acts in accordance with the notion of self;
2. A leader’s authenticity as a leader;
3. authentic leadership as a phenomenon in itself.”
These three levels are hierarchically in order as Gardner et al. (2005) suggest that it is not possible occur authentic leadership without an authentic leader and in order to become an authentic leader must first become an authentic person (Schedlitzki and Edwards, 2014, p.224).
2. Why might ethical, authentic and morally based leadership be considered
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