Principles Of Ethics And Personal Leadership

Principles of Ethics and Personal Leadership (PEPL) provides EMS and mobile healthcare (MHC) practitioners at all levels with the knowledge and skills they need to effectively interact with patients and their families, other medical personnel, co-workers, supervisors, and the community. The course provides students with a deeper understanding of the basic principles of ethical leadership and service to patients, as well as an awareness of the leadership challenges facing today's EMS and MHC practitioners. This course assists students in identifying their personal responsibility and accountability for ethical decision making and for the exercise of ethical servant leadership for themselves, their patients, and their profession. Many communities are exploring new models for delivering medical care to improve patient outcomes and reduce costs. Through course presentations, discussions, and learning activities, this interactive course offers essential foundational training that advances the professional development of participants. Students successfully completing the PEPL course will be eligible for continuing education credits.

The principles and practices of Personal Leadership help people access the inherently creative possibilities that exist when they come together from different backgrounds or with different perspectives. Instead of turning away from difference in fear or mistrust, Personal Leadership helps people engage with difference from a place of inspiration, curiosity, and full intelligence, and in alignment with their highest and best. The three authors have extensive personal experience working and living across cultures and in situations of difference, in both domestic and global contexts. The fifty stories used throughout the book to illustrate the core themes are drawn from their own lives and from those of the many Personal Leadership practitioners in global business, international education, diversity initiatives, team building, community building, international cooperation, and leadership development. Together they show how we can use Personal Leadership when we find ourselves in unfamiliar environments, in contexts that are rapidly changing, or in the midst of personal or professional transition. The book is well-written, easy to read, and intends to help us all "make a world of difference."

Ethical leadership does not simply emerge from a code of conduct, a good school, or a host of good intentions. It is an individual choice, or rather a series of choices that emerges from the complex interaction of personal values with social imperatives. This book explores how and why some people become ethical leaders in morally challenging and complex social environments. In Ethical Leadership, Aidan McQuade provides insight into the concept of human agency – the individual’s choice of a course of action in response to the options posed by that individual’s engagement with the social world. He puts forth a new model of human agency – the "cruciform of agency" – which recognises that the potential range of individual action emerges from the nature of the resonance that social options strike with personal thoughts. Every action adds to the individual’s personal biography in ways that influence subsequent choices by confirming or changing personal values and hopes, hence influencing the way the individual subsequently thinks about the world. In explaining the potential and limits of human agency for ethical leadership, the book establishes a basis for executives, policy makers and academics to conceptualise and develop more robust and realistic approaches for the mitigation of some of the most pressing moral issues facing humanity today. These include the inter-related challenges of modern slavery and global warming, which pose such critical threats to the Earth itself. In this book McQuade not only sets an agenda for action but empowers individual leaders to find the moral courage to better advance human rights and preserve the environment even when such action requires unpopular choices.

Seminar paper from the year 2018 in the subject Business economics - Business Ethics, Corporate Ethics, grade: 1.4, Egerton University, language: English, abstract: Everyone has the entitlement to privacy whether he/she is a public figure or a business leader. However, public life demands that individuals at the helm of leadership conceptualize certain things that guide their behaviour both in public and private situations. Becoming a corporate leader demands observing public service ethics, this in turn demands that individuals give public interest priority to shape their behaviours whether they are executing private or public life. It is not always conceivable that the ethical behaviour of leaders in their personal lives automatically reflect their ethical behaviour as business leaders. It is this conviction that makes it meaningful for individuals to have separate private and public lives. Usually, the image individuals volunteer to represent them in public might be hard to extend to private lives. Too often, the desire to improve business leadership has made it tempting to spy on individuals’ private lives to validate one’s authenticity to ethical leadership. This in essence stipulates that leaders should not take leave of personal ethics that makes them who they are even in private. Within the leadership principles, keeping to high ideals cherished in business leadership is the best way to carry one’s self whether in private or public space.

The fifth edition of the best-selling text, Ethical Leadership and Decision Making in Education, continues to address the increasing interest in ethics and assists educational leaders with complex dilemmas in today’s challenging, divided, and diverse societies. Through discussion and analysis, Shapiro and Stefkovich demonstrate the application of four ethical paradigms – the ethics of justice, critique, care, and the profession. After illustrating how the Multiple Ethical Paradigms may be applied to authentic dilemmas, the authors present cases written by graduate students, practitioners, and academics representing dilemmas faced by educational leaders in urban, suburban, and rural public and private schools and universities, in the U.S. and abroad. Following each case are questions that call for thoughtful, complex thinking and help readers apply the Multiple Ethical Paradigms to practical situations. New in the Fifth Edition are more than ten new cases that cover issues of food insufficiency, the pandemic’s effects on diverse school populations, a student’s sexual orientation, transgender students in the university, lock-down drills for young children, refugees in a Swedish school, boundaries in high school sports, generational differences in an adult diploma school, acceptance of animals on campus, and hate speech in the academy. This edition also includes teaching notes for the instructor stressing the importance of self-reflection, use of new technologies, and global appeal of ethical paradigms and dilemmas. This book is a critical resource for aspiring and practicing administrators, teacher leaders, and educational policy makers.

7 Lenses has an important purpose - to provide a clear, actionable road map for leading ethically in a complex world. With a Foreword by Stephen M. R. Covey, this book takes us beyond the triple bottom line to 7 different perspectives on ethical leadership, and provides 14 Guiding Principles that help us honor them all in daily leadership. It answers: Why do even the ethics experts disagree about what ethical leadership means? What is the bigger picture that we should use as our leadership road map? What are the business benefits of intentionally using high-level ethical leadership? What can we do to be prepared for the future of ethical leadership? The examples, graphics, cases and questions provide a framework for deeply engaging constituents and building trust for the long term.

Do you have to lower your ethical standards in order to succeed at your job? High-Performance Ethics authors Wes Cantrell and James Lucas say that the answer is no. The authors outline ways to make ethical decisions (based on the Ten Commandments) that lead to highly successful business practices. High-Performance Ethics includes tips on how to lead a team with integrity, practical tools for resisting the pressure to compromise workplace standards, and encouragement for workers who want to see strong businesses--and strong values--thrive. 10 Principles: First Things Only (priorities) Ditch the Distractions Align with Reality (never claim support for a bad cause) Find Symmetry Respect the Wise Protecct the Souls Commit to the Relationships Spread the Wealth Speak the Truth Limit Your Desires

We live in a leadership crisis. "In an age when incompatible worlds collide and when scandals rock formerly stable institutions," says Walter Fluker, "what counts most is ethical leadership and the qualities of personal integrity, spiritual discipline, intellectual openness, and moral anchoring." Fluker finds these characteristics exemplified in the work and thought of black-church giants Martin Luther King Jr. and Howard Thurman. This volume, for leaders and emergent leaders in religious and other settings, sets forth the context and principles for ethical leadership, particularly for ministries and other professions whose mission directly advances the common good. Fluker's volume grounds leadership in story, the appropriation of one's roots, as a basis for personal and social transformation. He then explores the key values of character, civility, and community for ethical action on the personal, public, and spiritual realms. From these considerations he develops a model of the specific virtues that embody each realm of ethical leadership before applying them to the practical aspects of leadership and decisionmaking.

Achieve long-term business success—without sacrificing quarterly profits Triple Crown Leadership provides a step-by-step model for building organizations that are Excellent (high performing), Ethical (transparent), and Enduring (stands the test of time). It explains how to protect your organization’s values, reputation, and profitability by focusing not only on culture, but organizational character; seeking solutions to challenges from all levels of personnel; and skillfully blending a “hard-edged” demand for results with a “soft-edged” spirit of collaboration. Bob Vanourek has held senior leadership positions at Pitney Bowes, Avery Division, Sensormatic, Recognition Equipment, and Monarch Marketing. Gregg Vanourek is the founder of Far Horizon, a leadership and personnel development firm with offices in the U.S. and Europe.