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442 PART 5: THE LEADER AS SOCIAL ARCHITECT
sense of independence may enable leaders to make ethical decisions even if those
decisions might be unpopular.
One important personal factor is the leader’s stage of moral development, as
described in Chapter 6, which affects an individual’s ability to translate values into
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behavior. For example, some people make decisions and act only to obtain rewards
and avoid punishment for themselves. Others learn to conform to expectations of

good behavior as defined by society. This means willingly upholding the law and
responding to the expectations of others. At the highest level of moral development
are people guided by high internal standards. These are self-chosen ethical principles
that don’t change with reward or punishment. Leaders can strive to develop higher
moral principles so that their daily actions reflect important ethical values.

Leaders have to discover their own personal ethical values and ac-
tively communicate values to others through both words and actions. 63
Action Memo
When faced with difficult decisions, values-based leaders know what

they stand for, and they have the courage to act on their principles. In
As a leader, you can be ethical and act on
addition, by clearly communicating the ethical standards they expect
high moral principles in your daily behavior.
others to live by, leaders can empower people throughout the organiza-
You can practice spiritual leadership to help
tion to make decisions within that framework. This chapter’s Leader’s
people fi nd deeper fulfi llment in their jobs.
Bookshelf describes a unique, 450-year old organization that has suc-
ceeded by emphasizing personal values as the basis of leadership.
Spiritual Values
Managers who include spiritual values in addition to the traditional mental and
behavioral aspects of leadership tend to be successful as leaders. Values and prac-
tices considered as spiritual ideals include integrity, humility, respect, apprecia-
64
tion for the contributions of others, fair treatment, and personal refl ection. This
approach to leadership can be effective because many people are struggling with
how to combine their spiritual journey and their work life. Many employees want
to express their individuality in their work, and when they can do so work is more
satisfying. Polls have reported that American managers as well as workers would
like deeper fulfi llment on the job, and evidence suggests that workplace spiritual-
ity programs provide increased productivity along with reduced absenteeism and
turnover. 65
Spiritual leadership is the display of values, attitudes, and behaviors necessary to
intrinsically motivate one’s self and others toward a sense of spiritual expression
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through calling and membership. As illustrated in Exhibit 14.4, spiritual leaders
can start by creating a vision through which organization participants experience
a sense of calling that gives meaning to their work. An appropriate vision would

have broad appeal, reflect high ideals, and establish a standard of excellence.
Second, spiritual leaders establish a corporate culture based on altruistic love.
Altruistic love includes forgiveness, genuine caring, compassion, kindness, honesty,
patience, courage, and appreciation, which enables people to experience a sense of
membership and feel understood. Spiritual leaders also engage hope/faith to help
the organization achieve desired outcomes. Faith is demonstrated through action.
Faith means believing in the ability to excel, exercising self-control, and striving
for excellence to achieve a personal best. A leader’s hope/faith includes persever-
ance, endurance, stretch goals, and a clear expectation of victory through effort. 67
As illustrated in Exhibit 14.4, spiritual leadership behaviors enable employees to
have a sense of calling that provides deeper life meaning through work. Spiritual
leadership also provides a sense of membership through a work community in
which one is understood and appreciated. The outcome for the organization is
improved commitment and productivity.