This document discusses moral leadership and ethics. It defines a moral leader as someone who leads through serving others and prioritizes ethics over self-interest. Moral leadership provides purpose and motivation for people while encouraging integrity. Unethical leaders are self-serving while ethical leaders consider the greater good. The document outlines how to develop as a moral leader through principles, honesty, and treating all people with respect. Moral leadership requires both courage and patience. Nelson Mandela is presented as a real-world example of a moral leader who brought equality and justice.

1. MORAL LEADERSHIP

2. PROFESSIONAL ETHICS
Professional ethics are set of rules ,regulations and a code of conduct
that governs how a professional deals with each other and others outside
of the profession. It will be different from moral code and legal code.

3. MORAL LEADER
Moral leader -is someone who leads to serve. He or she could be
someone who leads through persuasion, motivation, self-awareness,
and the most important of all: serving people
They take action by choosing the moral and the most ethical decision
to solve an issue
They have higher level of integrity and these leaders prioritize other
people's need.
They can't afford to make the false decision

4. WHAT IS MORAL LEADERSHIP
It will provide a values or meaning for people to live by, inspiration to
act and motivation to hold oneself accountable. When you don’t see
someone stepping up to provide purpose and doing what is best for the
greater good, step up.

5. COMPARING UNETHICAL VERSUS
ETHICAL LEADERSHIP
The Unethical Leader
• Is arrogant and self-serving
• Excessively promotes self-
interest
• Practices deception
• Breaches agreements
• Deals unfairly
• Shifts blame to others
• Diminishes others’ dignity
• Neglects follower development
• With holds help and support
• Lacks courage to confront unjust
acts
The Ethical Leader
• Possesses humility
• Maintains concern for the greater
good
• Is honest and straightforward
• Fulfills commitments
• Strives for fairness
• Takes responsibility
• Shows respect for each individual
• Encourages and develops others
• Serves others
• Shows courage to stand up for
what is right

6. OBJECTIVE OF MORAL LEADERSHIP
Combine a rational approach to leadership with a concern for people and ethics.
Recognize your own stage of moral development and ways to accelerate your moral
maturation.
Apply the principles of stewardship and servant leadership.
Know and use mechanisms that enhance an ethical organizational culture.
Recognize courage in others and unlock your own potential to live and act
courageously.

7. HOW TO ACT LIKE A MORAL
LEADER
1. Develop, articulate, and uphold high moral principles.
2. Focus on what is right for the organization as well as all the people involved.
3. Set the example you want others to live by.
4. Be honest with yourself and others.
5. Drive out fear and eliminate undiscussables.
6. Establish and communicate ethics policies.
7. Develop a backbone – show zero tolerance for ethical violations.
8. Reward ethical conduct.
9. Treat everyone with fairness, dignity, and respect, from the lowest to the
highest level of the organization.
10.Do the right thing in both your private and professional life – even when no
one is looking.

10. FOUR PILLARS OF MORAL
LEADERSHIP
Moral Leader are Driven By Purpose
When leader pursue their purpose in ways that the bigger than themselves, it creates the
space for other to share in the mission. Moral leaders see path ahead as a journey and
frame it explicitly for those whom they lead.
 Moral Leaders Inspire and Elevate others
Those with moral authority understand what they can demand of others and what they
must inspire in them. Moral leader ask people to be loyal not to them, but rather to the
overall purpose and mission of the organization. Therefore, every decision is made with
consideration of others' full humanity. And because they see that humanity in others,
they're more inclusive and better able to and learn from those whom they lead.

11. CONT…
 Moral Leaders Are Animated By Both Courage And Patience
It takes courage to, for instance, speak out for a principle or larger
truth, especially when such an action has the potential to put that leader
in an uncomfortable or vulnerable territory. Think patience as a way of
extending trust to others by allowing them the time to be more
thorough, rigorous and creative and to consider the broader, long term
outcomes of any action.
Moral Leader Keep Building Muscle
Authentic leaders don't stop learning and growing just because they've
accumulated formal authority. They continue to build moral muscle by
wrestling with questions of rights and wrong, fairness and justice, what
serves others and what doesn't.

12. THREE LEVELS OF PERSONAL
MORAL DEVELOPMENT
12
Level 1:
Preconventional
Follows rules to avoid
punishment. Acts in own
interest. Blind obedience
to authority for its own
sake.
Level 2:
Conventional
Lives up to
expectations of
others. Fulfills duties
and obligations of
social system.
Upholds laws.
Level 3:
Postconventional
Follows internalized universal
principles of justice and right.
Balances concern for self with
concern for others and the
common good. Acts in an
independent and ethical manner
regardless of expectations of
others.

14. 5 PILLARS OF ETHICAL LEADERSHIP

16. EFFECTS OF MORAL LEADERSHIP
It is important to have a Moral leader in the government
because moral leaders have the power to change the heart of
the people.

17. REAL TIME EXAMPLE
• Nelson Mandela -example of a great moral leader and a most
respected leader around the world
• He is capable of reaching to the mind of the people .
• He persuade people inside and outside the country.
• He was able to save South Africa from civil war and he was
awarded Nobel Peace prize in 1993.
• He wipe out the racial discrimination in South Africa.
• He struggled and became a symbol for racial equality.

18. CONCLUSION
To practice moral leadership you must be:
 True concern with people
Practice Stewardship
Provide Equality and Justice to all
Self Understanding