Responsible leadership is rare. It is not that most leaders are irresponsible, but responsibility in leadership is frequently defined so that an important connotation of responsible leadership is ignored. This article equates responsible leadership with virtuousness. Using this connotation implies that responsible leadership is based on three assumptions—eudaemonism, inherent value, and amplification. Secondarily, this connotation produces two important outcomes—a fixed point for coping with change, and benefits for constituencies who may never be affected otherwise. The meaning and advantages of responsible (...) leadership as virtuous leadership are discussed. (shrink)

Despite a long history in eastern and western culture of defining leadership in terms of virtues and character, their significance for guiding leader behavior has largely been confined to the ethics literature. As such, agreement concerning the defining elements of virtuous leadership and their measurement is lacking. Drawing on both Confucian and Aristotelian concepts, we define virtuous leadership and distinguish it conceptually from several related perspectives, including virtues-based leadership in the Positive organizational behavior literature, and from ethical and value-laden leadership. (...) Then, two empirical studies are presented that develop and validate the Virtuous Leadership Questionnaire, an 18-item behaviorally based assessment of the construct. Among other findings, we show that the VLQ accounts for variance in several outcome variables, even after self-assessed leader virtue and subordinate-rated social and personalized leader charisma are controlled. (shrink)

Universities have long played an important role in preparing thinkers and leaders who go on to have significant impact around the world. But if the world needs wise thinkers and good leaders, then how might modern universities educate leaders of character, particularly in a pluralistic context where many educators are reluctant to see the university as a site of moral formation? This article shares insights from one specific program, the Oxford Global Leadership Initiative, an extra-curricular program that seeks to help (...) diverse cohorts of graduate students develop the ethical qualities of character needed for leaders to serve the common good. Drawing upon qualitative data collected over three years of program activity to illuminate and illustrate our argument, we address three questions: Can virtues of character necessary for good leadership be cultivated in a university setting among a culturally diverse group of students? How can a character-based leadership program meet the particular developmental needs of “emerging adults”? and How might the program’s impact translate into society and culture? We conclude that a program integrating character and leadership can make valuable contributions to the ethical and professional development of postgraduate students. (shrink)