David Brooks in his NYT column "The Quiet Magic of Middle Managers" writes movingly about the foundations of "ethical leadership":

• Knowing that moral formation is part of the job. — "... if you help your people become the best versions of themselves, the results you seek will take care of themselves."
• Creating a moral ecology. —"... Morally healthy communities habituate people to behave in certain ways and make it easier to be good."
• Being hyperattentive. — "... The leaders we admire are paying close attention to those who work with them. They are not self-centered but cast the beam of their care on others, making them feel seen and lit up. ..."
• Generativity. — "... the capacity to guide and foster the next generation ... mentoring with respect, not condescension ... walking “with” and not doing “for.”"
• The absence of a heroic sense. — "... the willingness to do the uncelebrated work, day after day."
• Preserving the moral lens. — "... Ethical leaders push against the creeping pressures of utilitarianism, so that the people around them remember the ideals that drove them into their work in the first place."
• A posture of joy. — "... Ethical leaders communicate a joyfulness in what they do and attract followers in part by showing pleasure. ..."

_{(cf Ethical Fitness (2000-12-15), BuckMantras (2001-04-13), Principles of Ethical Power (2007-12-16), Ethical Issues Aside (2013-05-16), ...) - ^z - 2024-04-12}