It was just the right thing to do: Women higher education administrators theorize ethical leadership

This narrative research study’s purpose was to understand in better ways women higher education administrators’ theorizations of ethical leadership and their ethical leadership philosophies as reflected in their leadership practices. The principal investigator collected narratives from six women higher education administrators at the director level and above, asking questions about their backgrounds, leadership trajectories, and leadership styles and practices. Ethical leadership emerged as a key theme throughout the narratives. The women leaders described themselves as moving beyond “reciprocity,” having internalized and enacted the social responsibility ethical leadership framework. They viewed themselves as part of something larger; the ultimate goal was creating better institutions for students, faculty, and staff. They rejected motivations tied to titles or power for personal gain or prestige, exercised power to inspire and help others in order to improve their organizations, were keenly concerned with equity and fairness, and recognized that they do not live in a fair world. Facing barriers such as sexism and other forms of oppression, discrimination, and prejudice, these participants engaged in efforts to effect and lead change to benefit all, a difficult task. This study’s findings have implications for leaders of all genders, suggesting possibilities for the conscious development of ethical leadership practices and the creation of equitable, diverse, and fair workplace and learning environments.