Leading in Context

Unleash the Positive Power of Ethical Leadership

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Civility and Openness to Learning

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By Linda Fisher Thornton

Author’s Note: In a previous post, Civility is an Ethical Issue, I explained why civility is an ethical issue. In this post I’ll explore the connection between civility and openness to learning.

Moving From Tolerance to Civility in Conversation

It seems that “civility” has come to mean something closer to the word “tolerance” in everyday conversation. Civil behavior now seems to imply an aloof stance that doesn’t step directly on anyone’s toes, but that is not nearly enough. According to W. Jason Wallace, we should be “moral agents” who “share moral relationships.”

14 Reasons Why You Should Invest in Ethical Learning

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By Linda Fisher Thornton

When we reach a certain level of accomplishment as leaders, it is easy to think we can slide into neutral. Here are 14 compelling reasons why we can never afford to cut back on investing in our own leadership development and competence:

5 Reasons Why We Want Learning and Not “Right Answers”

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By Linda Fisher Thornton

Often when we test our purpose is to assess progress toward learning objectives. But there’s an inherent problems with over-testing or focusing too much on test scores. Testing can de-motivate learners. If our purpose is to improve learning, then we need to pay close attention to how testing impacts the motivation to learn. 

Context Matters: What We’re Learning About Food

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By Linda Fisher Thornton

A day when so many people eat too much candy seems just right for sharing new research that turns conventional wisdom on healthy eating inside out. This new research will begin to change the thinking and practices of the food and restaurant industries. Here is a sneak preview:

Ethical Leaders Don’t Put the Brakes on Learning

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By Linda Fisher Thornton

When leaders stop learning, they generate friction. Professionals who work with a leader who has “put the brakes on learning” are likely to experience conflict and dissatisfaction. A leader’s failure to learn starts a chain reaction that harms individuals and teams. 

A Manifesto For Ethical Leaders

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By Linda Fisher Thornton

We are here to focus on what’s right and what’s possible, not on what’s historical or convenient. We are here to serve others, not to profit from their vulnerabilities.
We are here to make a positive difference, through intentional leadership and responsible choices.

Ethical Leadership: Adaptability is Essential

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By Linda Fisher Thornton

Ego-driven leaders want to be “right” even when the evidence shows otherwise. They see rightness as something fixed that they can control. Of course, it isn’t fixed and they can’t control it, but they may not want to be confused with the facts. Conversely, when ego is not driving the thinking process, leaders can adapt to changing information and circumstances and change their minds.

Bridging Cultural Differences

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By Linda Fisher Thornton

Openness to learning about other cultures has become a necessary component of leadership.  One way to help people respect cultural differences is to build what UNESCO calls “intercultural competence.” To accomplish this, we need an open mind, and a willingness to learn from others who do not think or live as we do.

Hallmarks of Ethical Leadership (Part 3)

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By Linda Fisher Thornton

In Hallmarks of Ethical Leadership Part 1and Part 2, I shared 6 special qualities, behaviors and outcomes that define ethical leadership. This week I’ll share three more. These are intentional actions ethical leaders take to stay competent as things change around them.

Recognizing Ethical Issues (Part 3)

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By Linda Fisher Thornton

In Part 1 of this series on Recognizing Ethical Issues, I addressed the gaps in our thinking that require us to develop an ethical alert system. in Part 2, I explored why some leaders who want to do the right thing still don’t “do the work” to learn how to do it. In Part 3, I’ll dig into the importance of ethical awareness as the basis for ethical decision making.

How Do You Recognize An Ethical Leader (Part 3)

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By Linda Fisher Thornton

n How Do You Recognize an Ethical Leader Part 1 and Part 2, I shared 6 special qualities, behaviors and outcomes that define ethical leadership. This week I’ll share three more. These are intentional actions ethical leaders take to stay competent as things change around them.

Different Perspectives (They’re Not a Threat)

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By Linda Fisher Thornton

Differences of opinion can be inconvenient and uncomfortable. We may be in a discussion with someone who has very different views from ours on a topic of great importance to us. How we handle it shows others the inner workings of our character.

Adaptability is an Ethical Issue

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By Linda Fisher Thornton

Ego-driven leaders want to be “right” even when the evidence shows otherwise. They see rightness as something fixed that they can control. Of course, it isn’t fixed and they can’t control it, but they may not want to be confused with the facts. Conversely, when ego is not driving the thinking process, leaders can adapt to changing information and circumstances and change their minds.

Navigating Paradox: Shift Your Perspective

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By Linda Fisher Thornton

What is a Paradox?

“A paradox is a statement that contradicts itself, or that must be both true and untrue at the same time.” –Literaryterms.net. Just like the many facets of a cut gem, there are multiple dimensions to issues and problems. Each facet reflects one particular element of the issue. When we encounter a paradox, we need to step back to get a broader view of the various facets.