Abstract
The character of an institution of higher education is developed and reflected in the administrative and managerial choices and decisions made each day. Many situations require sound, reasoned, ethically, or principally-based analysis upon which decisions can be based. In this chapter, cases are drawn from a president’s perspective and experience to demonstrate some of the conflicting values which can arise in the administration of a college or university. A president occupies a unique position within an institution, and among the many demands and expectations placed upon president leadership, is an imperative for ethical leadership.
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Notes
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Turknett, Robert and Carolyn. Decent People, Decent Company. Mountainview, California. Davies-Black Publishing. 2005.
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Weingartner, Rudolph H. The Moral Dimensions of Academic Administration. Lanham, Maryland. Rowan & Littlefield Publishers, Inc. 1999.
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Ibid, p. 98.
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Association of Governing Boards. The Leadership Imperative. Association of Governing Boards. Washington, D.C. 2006. pp. vi and 4.
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Kant, Immanuel. Critique of Practical Reason and Other Writings in Moral Philosophy. L.W. Beck, editor and translator. University of Chicago Press. 1949. p. 348.
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Machiavelli, Niccolo. The Prince 1531, Daniel Donno, editor and translator. Bantam Classic Edition. 1981; and John Rawls. A Theory of Justice. Second Edition. Cambridge, Massachusetts. Harvard University Press. 1999. p. 53.
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DeThomas, Louis and Neal St. Anthony. Doing Right in a Shrinking World. Austin, Texas. Greenleaf Book Group Press. 2006. p. 1.
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Ibid, p. 1
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Gert, Bernard. Common Morality: Deciding What to Do. New York. Oxford Press. 2004.
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Romesburg, K.D. (2009). Ethical Dimensions of Presidential Leadership. In: Englehardt, E.E., Pritchard, M.S., Romesburg, K.D., Schrag, B.E. (eds) The Ethical Challenges of Academic Administration. Springer, Dordrecht. https://doi.org/10.1007/978-90-481-2841-9_1
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