Individual case study
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 about creating a space that enabled people to explore who they were and how they might be in the world’. Through the intentions of June can know that the ethics of June is altruism.
Rational, the way of how June leads the centre is shared. Base on these intentions, June funded the Pierian Centre for community development by providing training and self-development to the community. Refers to the case, June stated that everyone in the centre has the responsibility to play the role of the leaders to influence others. June wants everyone on the centre can understand the ethics and values of this organisation then let others know these. But it was difficult to put her values and ethics into practice in the centre. Sometimes, the behaviour of members was challenged the fundamental principles of the centre. Every time when it occurred, June held up her ethics as the basis leadership in the centre.
The ends, the outcomes of what leader does in the organisation. In 2008, the Centre became a community interest company (CIC) and it was awarded the Social Enterprise Mark which is the approval for June’s leadership style.
June’s ethics values are not only in her life, June also put them into practice in her work. In order to contribute her
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 about creating a space that enabled people to explore who they were and how they might be in the world’. Through the intentions of June can know that the ethics of June is altruism.
Rational, the way of how June leads the centre is shared. Base on these intentions, June funded the Pierian Centre for community development by providing training and self-development to the community. Refers to the case, June stated that everyone in the centre has the responsibility to play the role of the leaders to influence others. June wants everyone on the centre can understand the ethics and values of this organisation then let others know these. But it was difficult to put her values and ethics into practice in the centre. Sometimes, the behaviour of members was challenged the fundamental principles of the centre. Every time when it occurred, June held up her ethics as the basis leadership in the centre.
The ends, the outcomes of what leader does in the organisation. In 2008, the Centre became a community interest company (CIC) and it was awarded the Social Enterprise Mark which is the approval for June’s leadership style.
June’s ethics values are not only in her life, June also put them into practice in her work. In order to contribute her