Abstract
This four-part paper examines leadership ethics in terms of classic thinkers such as Nietsche, Mill, Lao Tzu, Rawls, Confucius, and Kant. It answers questions and summarizes each of the thinker's views. A comparison of related web sites is provided.

From the Paper
"When Kant talks about duty he is referring to what we are morally obligated to do from the perspective of a good and noble will. He does not concern himself with the consequences of doing one's duty because he recognizes that one cannot control the consequences. He is primarily concerned with whether one does what one does with the intent to do what is right i. e. from a good will. What Kant means by the categorical imperative is that if something is truly right..."

Tags:leadership, ethics, ethical, Nietsche, Mill, Lao Tzu, Rawls, Confucius, Kant, web sites

Abstract
This study explores the issues of leadership and ethical responsibility in the educational field. The paper identifies issues that may arise as a result of the implementation of monitoring programs in schools for drugs, guns, and other teenage problems, and stresses the importance of ethical leadership when those issues do arise. The paper also includes an analysis of leadership styles of teachers and instructors within the educational system and their preference for using methods to control drugs and guns within the school premises. The study includes teachers and educators from all levels of the educational system from grade school to graduate school.

From the Paper
"There is a constant debate: "Are leaders born or are leader made?" Leadership skills can be developed the qualities required in a leader can be learned. Bernard M. Bass states "Leadership is one of the world's oldest preoccupations." (Wren, 1995) When individuals know and understand both their strengths and their weakness, their effectiveness as leaders is greater. The leadership quality most desired is the ability to have a vision and a dream. No leader will have followers if the followers do not believe in the leader's mission. Strong leaders have a helpful and thoughtful personality. They are also very aware of their own strengths and weakness. The key to success in a career, and consequently in life, is to set attainable goals and work towards attaining these goals. Disciple and dedication is a necessity. A good leader knows how to generate enthusiasm and positive thinking within him or her self and how to broadcast it."

Tags:dilemmas, cognitive, styles, influence, undercover, agents, information, privacy, styles, trends

Abstract
This paper discusses different perspectives of leadership and ethics in Ciulla's 2004 book, "Ethics, The Heart of Leadership." The paper examines the key concepts, the scope of issues and the moral relationship between leaders and followers.

From the Paper
"The first five chapters of Ethics The Heart of Leadership edited by Joanne B Ciulla serve to establish the scope of the issues in two chapters and to consider the moral relationship between leaders and followers the next three chapters ..."

Tags:ethics, leadership, education

Abstract
This study examines leadership ethics as an essential right of passage for leaders/managers working in the transit industry. The paper shows the need to examine the importance of understanding and teaching ethics to leaders in the transit industry and looks at why ethical considerations are necessary for transit leaders. First, the writer develops a theoretical framework for defining ethics as a right of passage for leaders in the transit industry. Then the paper develops a framework for establishing leadership training programs for transit authorities that includes and outlines appropriate ethical standards for the given population.

From the Paper
"A leadership strategy founded in ethics that is rule-based and dictated by procedures will likely be "insufficient in capacity to engage employees and the public because it will fail to understand the true nature of business" (Keen, 2000). Ethics need be embedded in "a foundation of virtuous behavior in order to authenticate business and corporate integrity and encourage trust to maintain stability within operation and business practices" (Keen, 2000). Therefore, it is critical that this study ascertain the true nature of the transit industry, and thus build an ethical foundation for success in leadership based on sound governing principles that will engage the public. The resulting framework to be develop will not be dictated by extraneous rules and procedures, but rather formed as a result of the insight provided by consumers and leaders through surveying of the population."

Tags:program, training, ethics, management

Abstract
This paper examines the effect that corporate leadership can have on the ethical standing of a corporation. The author focuses on Dennis Kozlowski, former CEO of Tyco, and the series of unethical actions that he committed during his tenure as CEO of Tyco. The paper draws some conclusions regarding the connection between the unethical actions of a corporate leader and the ethical business environment of the corporation as a whole.

From the Paper
"Corporate greed, excess, and especially illegal activities to those effects have become center-stage in the public's scrutiny of big business. With scandals like Enron, WorldCom, and even Martha Stewart, the public seems to have an almost insatiable blood-lust to see the rich and powerful pay for their crimes. More importantly, however, is the fact that corporate greed and excess among the leaders of a corporation have a way of infiltrating the whole of the culture of a corporation and leading to unethical behavior throughout the company in the long-run. Employees, like children, often learn by example. If the CEO thinks its permissible to abuse company resources, then how long will it be before employees throughout the company hierarchy do the same?"

Tags:kozlowski, tyco, ethics

Abstract
The paper explains and compares two types of leadership: transformational and charismatic. The paper further discusses the history of transformational and charismatic leadership and explains the qualities and theories of each. In addition, the paper examines how these leadership types apply to sound management practices and then continues with a discussion of the writer's own theory of leadership.

Outline:
Sound Management Practice and Effective Leadership
Leadership and Ethical Culture
Theory of Leadership/Authority
Servant Leadership/Moral Reasoning Process

From the Paper
"Sound management practice often accompanies effective leadership. Understanding the differences that exist between sound practice and effective leadership helps a leader exercise authority in the workplace. Collins defines effective leadership as leadership that leads to "competency models" within the organization. Competency models are "comprehensive descriptions of the key behaviors leading to success" from individuals working in jobs within an organization and managers leading the organization. Effective leadership encourages employees to study, develop strategies and execute commands leading to greater efficiency and organization within the workforce."

Tags:transformational, charismatic, leadership, workforce

Abstract
This paper examines extensively four direct leadership styles as presented in G. Yukl's "Leadership in Organizations" (2006): Charismatic leadership, ethical leadership, participative leadership and transformational leadership. The author stress that one leadership style does not fit every situation; hence, it is important for an individual, who strives to be an effective leader, to take into account multiple variables such as his or her organizational climate, resources, personal traits and values and the characteristics of the people they will lead. The paper concludes that leaders of professional social workers may find it best to lead by combining the participative and ethical leadership styles especially since this profession maintains a code of ethics that encompass a wide range of ethical decision-making guidelines.

Table of Contents
Introduction
Literature Review
Charismatic Leadership
Ethical Leadership
Participative Leadership
Transformational Leadership
Discussion
Conclusion

From the Paper
"Transformational leaders are able to convey trust and to take responsibility for their own actions and outcomes--both positive and negative. The President o, for example, must be able to convey trust and take responsibility. Another example was the U.S. government's honesty about their lack of response to Hurricane Katrina. In the year following the hurricane, President Bush made several trips to the area, openly discussing lessons learned on prime time television, and attempting to maintain, gain, or regain the trust of those who were affected by the disaster."

Tags:charismatic, ethical, participative, transformational, commbination

Abstract
This paper suggests that, by developing leaders with high ethical standards and the ability to influence the other individuals within the organization to maintain high moral values, business organizations will be more socially responsible. Next, the author discusses the Greek concept of virtue ethic, how leaders can establish these traits and the application of role modeling to create a responsible organizational identity. The paper examines the differing roles and responsibilities of organizational leaders and their relationship to those they lead and the external stakeholders.

Table of Contents:
Abstract
Introduction
The Nature of Organizational Identity
What Makes an Individual a Leader?
What Makes an Individual Ethical?
The Morally Ethical Leader
Embedding Ethical Values in Organizations
The Roles Model of Responsible Leadership
Ethical Leadership and Responsible Organizational Citizenship
Conclusion

From the Paper
"If a corporation takes an action which a significant portion of society views as socially irresponsible, the reputation of the entire organization suffers. Indeed, many employees of the organization are probably also members of many other stakeholder groups; hence an inappropriate action can damage the organization's organizational (internal) identity as well as its corporate (external) identity. Likewise, taking actions which stakeholders view as socially improper can also cause socially responsible new talent to seek employment elsewhere with organizations they perceive to be more socially aligned with their own social values."

Tags:enron, amoral conduct, personal values system, embedding stewardship

Abstract
This paper discusses the writer's transformational leadership action plan. It specifically defines and reinvents the writer's transformational leadership model into a leadership paradigm based on a designed confluence of several leadership models. The paper begins by defining leadership. It then shows the effects of focusing on the tenets of change and improvement and of stressing a broad humanistic approach to management, to the ability to refocus transformational leadership.

Table of Contents:
Overview
Leadership Model Implementation
Objective
Goals
Best Practices in Leadership
Teams & Team Management
Inter and Intra Personal Communication
Knowledge in Management
Avoiding Negative Leadership
Ethical Leadership
A Five Year Transformational Leadership Plan
Overview
Transformational Leadership Goals
Skills Inventory
Professional Satisfaction
Action Steps
Barriers to Achievement

From the Paper
"Avoiding negative leadership qualities that can arise during any transformational change, such as competitive urges to sully other managers' reputations, is best accomplished by adhering to the basic principles of the Full Range Leadership Model (FRL) as described by Avolio (par.5): "One key aspect that differentiates the FRL model from other models is that leadership development involves building leaders of higher moral character." This development of moral character on the part of leaders engenders to the FRL leadership style an ethically centered decision-making process upon which all employees, managers and employees alike, can rely on to be both sound in judgment and character. The result of such transformational leadership strategies is an ethically centered leader who is unafraid to make decisions as much on principle as on the underlying business case."

Tags:communication, workforce, development, achievement

Abstract
This paper describes many different types of leadership styles, defining their characteristics and their positive aspects. The writer then looks at the ways in which these styles can fail when it comes to education. The bulk of the paper describes the eclectic, collaborative style and brings in sources to prove that this leadership ethic garners the best results when managing an educational system.

From the Paper
"Leadership style has been shown to be a major factor in the effectiveness of an organization, and different leadership styles prove more effective in different situations. DuBrin, Ireland, and Williams (1989) note that effective organizational leaders are generally consistent in the way they try to influence the behavior of group members, with the consistent pattern of behavior being the leadership style of a given manager. The behavior of most managers is too complex to be described by a single style, and a manager may modify his or her style to match a given situation (DuBrin, Ireland, and Williams 330). Different models have been used to try to categorize leadership style. Among these are top down management, collaborative management style, goal oriented management style and management by objectives."

Tags:education, management, collaboration, student, teacher