Ethical Leadership is a Serious Matter Essay

At his first day in office as president, Barack Obama immediately signed an executive order that mandates his appointed senior government officials to adhere to a new set of ethics that proscribes them from receiving gifts from lobbyists. Clearly, Obama treats ethics as a serious matter in leadership through public service. I firmly believe that ethics should be one of the primary concerns of any leader since an organization that fails to adhere to proper codes of conduct is most likely to rot from within, degrading the quality of the services it offers to immeasurable lengths. To aspire to become a leader of exemplary ethical values is to aim at a monumental target that can only be reached through perseverance and dedication. Despite all possible odds, I aspire to become a genuine ethical leader to the fullest degree I am capable of. To achieve that end, I am more than willing to have forks in the road, as I had in the past, just to continue my development process as an ethical leader. I have been a Phi Theta Kappa Vice-President for 2 years; leadership is no longer an unfamiliar concept on my part. During the length of my service in the organization, I have learned that leaders are not only born—they are also made. Fundraisers and community events have been an integral part of the organization’s general agenda. Those are where my leadership skills have been honed until today and I intend to carry-on with my roles in future similar events so as to further enhance my leadership skills. However, I understand that leaders should not simply confine themselves within the boundaries of their groups. Rather, they should learn to broaden their perspective and experience beyond the walls and ceilings that hide from their view a more elaborate world worthy to be explored. My efforts to put into action my idea of a leader with broad perspectives and experiences eventually led me to be a part of the Disaster Action Team in our community. I was no longer a mere leader within the academic institution; I became a certified community volunteer designated to run local fire calls when the need arises. It soon turned to be a mind-enhancing experience as I was able to absorb numerous ideas and skills that somehow only the society outside the academe can offer. Add to that my years of experience under the National Disaster Service Human Resources of the Red Cross and my leadership perspectives grew even further. All those years of service both in and out of the academe gave me a comprehensive understanding of human interaction, especially its role in fostering human relations. As I see it, interacting with people within and without our immediate circle is crucial in developing our ethical sensibilities. We may be able to designate tasks to our members and applaud them for the services they render, yet the lack of deep and constant interaction with them can hardly give us the benefit of knowing who they really are and how they behave. I believe that at the heart of my search for authentic ethical leadership is the need to evaluate how individuals think and act in certain situations, for it is through that understanding that leaders are be able to effectively administer their followers in ways that are guided by ethics. President Obama knew how Washington deals with lobbyists, which is why he prioritized the reformation of the code of ethics for senior government officials. I am willing to follow that lead. The best way for leaders to attain substantial interaction with their members is through a democratic style of leadership. In this leadership style, the leader allows members to contribute to the pool of ideas by engaging them in an interactive discussion and paying attention to what the members have to say. Moreover, the leader treats members with respect and dignity as they ought to be. On my part, I will go the extra mile by not only commenting on the things that my members have to say but also encouraging them to assess and reassess the course of my leadership. It is through that mutual exchange of ideas that I can begin to unearth the different personalities of my members and their personal behaviors on given occasions. With those things in mind, I will be able to formulate an action plan that encompasses the ethical principles that I expect my members to incorporate into the fulfillment of their individual tasks. Of course, the fact that I am a leader does not exclude me from following the set of ethical codes that I am going to execute. More to the point, I ought to lead by example. Perhaps the most important thing of all is to serve the needs of the society as much as possible or as much as organizational resources allow. To be a truly ethical leader, I am compelled to be of exemplary service to the society and to the people who are in need. To others, my active involvement in community service is more than enough to dignify me as an ethical leader who cares for others. But on my part, none of my previous accomplishments can ever be enough. I believe that ethical leaders do not grovel at the thought of a grand goal attainable within a specified timeframe. Rather, leaders immerse themselves into the inspiring idea that public service is an unending mission that stretches beyond a lifetime. A lifetime of public service is a lifetime of touching the lives of countless people both strangers and familiar faces alike. To be able to touch the lives of others is to be able to fill one’s moral worth. What better way can there be than to serve others through means which are not only effective but are ethically sound as well. Sages say that some leaders are born while others are made, and the way to effective leadership is through the mobilization of the group members—to which I agree. But I intend to expand that idea by incorporating ethical principles into a democratic style of leadership that seriously takes to heart the need for personal interaction coupled with a broad perspective. Indeed, perseverance and dedication to realize those goals stand as indispensable necessities. Reference Leadership Course Overview. (2009). Retrieved 2009, February 2, from http://www. ptk. org/leaddev/students/leadership-course-overview/