According to the Oxford Learner’s Dictionaries, a leader is “a person who leads a group of people, especially the head of a country, an organization, etc.” While this definition provides a basic understanding of the term, it does not capture the many dimensions that influence leadership. In this sense, the definition is essentially amoral: it describes what a leader does without addressing how or why that leadership is exercised.
According to Northouse (2021), although many people have an intuitive understanding of what leadership is, defining the concept has proven challenging for scholars and practitioners alike. More than a century has passed since leadership became a subject of academic study, and definitions have continued to evolve. These definitions have been shaped by numerous factors, including world affairs, politics, and the perspectives of the academic disciplines in which leadership is studied.
I generally avoid providing a single, definitive definition of leadership. However, one principle is important to me: a leader influences followers, and coercion is not leadership. Influence implies the ability to inspire, guide, and encourage others to act, while coercion relies on force, fear, or the abuse of authority.
Leadership and the Learning Process
According to Giraldez (2018), making a mistake and being corrected is one of the most powerful ways to acquire and retain learning. The important issue, therefore, is not simply that someone has provided a wrong answer, but how we respond to that mistake and help the person learn from it.
This idea is particularly relevant to leadership. Leaders are constantly working with people who will make mistakes, face uncertainty, and need opportunities to learn. A leader’s response to those situations can either encourage growth or discourage it.
When I think of a leader, I think of someone who inspires and positively influences others while also continuing to develop personally. A leader plants seeds that can eventually produce meaningful change—not by controlling people, but by helping them recognize their potential and encouraging them to contribute to something greater than themselves.
Is Leadership Morally Neutral?
According to Northouse (2021), it is common to view leadership as a neutral concept that is not inherently connected to morality. From this perspective, leadership can be used for good or bad purposes and can be exercised by individuals with worthy intentions as well as by those whose intentions are questionable.
This distinction is important because leadership itself does not automatically guarantee ethical behavior. A person can possess influence, authority, charisma, or the ability to mobilize others without necessarily using those qualities responsibly.
This raises a fundamental question: Is being an effective leader enough, or should leadership also be evaluated according to ethical principles?
The Role of Ethical Leadership
According to Skeet (2014), ethical leadership involves both acting ethically and establishing a standard that encourages others to do the same. Leaders have an opportunity not only to inspire people to do what is right, but also to encourage them to consider the kind of people they want to become.
I do not believe there is a single ideal leadership style. Leadership needs to respond to the circumstances, the people involved, and the challenges being faced at a particular moment. Nevertheless, when circumstances allow for it, ethical leadership can provide significant benefits.
An ethical approach can encourage ethical behavior among followers and contribute to greater team commitment, trust, and transparency. It can also strengthen an organization’s reputation, credibility, and respect, creating conditions that facilitate collaboration.
The Challenges of Ethical Leadership
Ethical leadership, however, is not without challenges. Its effectiveness depends to a significant extent on the leader’s ability to influence and engage the team. It is not enough for the leader to behave ethically; followers must also be willing to participate in and support an ethical culture.
There is also a risk that an ethical leader may be perceived as a hero and therefore become less likely to be questioned when making an incorrect decision. This is why ethical leadership requires more than the personal character of one individual. Organizations also need clear ethical standards, policies, and codes of conduct that provide guidance when difficult decisions arise.
A poorly defined ethical framework can create tensions and consume considerable resources, particularly in complex situations involving layoffs, employment regulations, financial difficulties, and other organizational challenges. Furthermore, a single decision that is perceived as inconsistent with established ethical principles can damage trust and respect that took considerable time to build.
Leadership as a Commitment
For me, the central challenge of leadership is not simply acquiring authority or influence. It is understanding the responsibility that comes with influencing other people.
A leader does not need to be perfect, nor does ethical leadership mean that every decision will be correct. What matters is the willingness to learn, acknowledge mistakes, consider their consequences, and create an environment in which others can do the same.
Ultimately, I would rather see a leader who consistently strives to act ethically than someone who simply claims the title of “ethical leader” without allowing those principles to guide their actions. Leadership is not defined only by what a person says or by the position they occupy. It is revealed through the influence they exercise, the example they set, and the impact they have on the people around them.
References
Giraldez, A. (2018) El error como oportunidad de aprendizaje. ¿Y si dejamos de castigar los errores?
Northouse, P. (2021) Leadership. Practice and theory, 9th ed. SAGE Publications.
Oxford learner´s dictionaries.
Skeet, A. (2014) What is Leadership Ethics?