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Leadership: Ethical Architects in Higher Education
Abstract
This chapter is designed to do three things while discussing the challenges of leadership ethics in higher educational institutions. First the chapter discusses that every university is vulnerable to an ethical slippery slide into the unethical abyss no matter the size of the institution. Secondly, the chapter highlights the gap between leadership theory and practice, and finally, the chapter recognizes the danger signs before the learning institutions come too close to that slope, edge, cliff, or precipice. This then leads to the significance that ethical architects must be stewards of such ethical practice or the consequences affect all corners of higher learning institution, all corners of the globe, not only faculty and staff, but external perceptions of the university as well. The orientation of the chapter focuses on the ethical dilemmas intrinsic to a professional role or what is often termed quandary ethics, that is, what are the bases of choice to be used by academic leaders faced with conflicting values. The core contribution of the chapter is a contribution to knowledge concerning ethical challenges and ethical actions in a higher education institution.
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