Motivating and

Managing Individuals

MORAL LEADERSHIP

MARY CHRISTINE B. LUZANDE

PHD-ELM
“Leadership is the art of
getting someone else to
do something you want
done because he wants to
do it”
-Dwight D. Eisenhower
US Pres. (1953-1961)
Leadership of the heart,
head and the hands
 Sergiovanni’s writing
in Moral Leadership is
guided by one purpose,
which is to improve
our schools and our
school system.
 In Moral Leadership,
Sergiovanni shows how
creating a new leadership
practice
 One with a moral dimension
built around purpose, values, and
beliefs.

Can transform a school from just

an organization to a community.
Covenantal Community
is a group of people who
share religious or ethical
beliefs, a strong sense of place,
and think that the group is
more important than the
individual
 He believes that this
“community” can inspire
the kinds of commitment,
devotion, and service from
all stakeholders that can
make our schools great.
 MORAL LEADERSHIP

Moral leadership
cannot be taught; it is
part of a process of
personal development
 MORAL LEADERSHIP

To earn the trust of followers,

leaders must demonstrate a
highly moral commitment to
the welfare of others if they
wish to retain trust (Cameron,
2011).
 MORAL LEADERSHIP

Leader effectiveness reflects the

leader’s ability to be perceived as
morally intelligent (Lennick & Kiel,
2007), capable of making justifiable
ethical decisions (Hosmer, 2011), and
congruent in matching organizational
claims with their own personal values
(Schein, 2010).
 MORAL LEADERSHIP

As leaders passionately
committed to a grand ideal,
leaders pursue that ideal and
motivate followers to go the
extra mile in its pursuit
(DuBrin, 2013, ch.3).
We contend that moral competence of leaders
positively influences subordinates’ task
performance through the provision of support
and caring for employees. In addition, the
honesty of morally competent leaders is
manifested in clear statements of work
requirements and feedback on task performance
so that employees fully understand the leaders’
expectations and evaluations of each subordinate
(Lennick and Kiel 2005)
 Galatians 6:9
Let us not become
weary in doing good.
For at the proper time
we will reap a harvest if
we do not give up.
 References

https://www.researchgate.net/publication/257541758_Leaders'_Moral_Compet
ence_and_Employee_Outcomes_The_Effects_of_Psychological_Empowerment
_and_Person-Supervisor_Fit

file:///E:/moral%20leadership/Caroline%20Canning%20Thesis%20FINAL.doc
x.pdf

https://www.managementstudyguide.com/leadership-motivation.htm

https://digitalcommons.fiu.edu/cgi/viewcontent.cgi?referer=https://www.googl
e.com/&httpsredir=1&article=1044&context=sferc

https://keithdwalker.ca/wp-content/summaries/m-p/Moral%20Leadership.Ser
giovanni.EBS.pdf

https://courses.lumenlearning.com/boundless-management/chapter/other-lead
ership-perspectives/