Naughty or Nice? Character and Emotions as the Soul of Leadership
As December rolls in with the excitement of pending winter break, along with the lights and holiday traditions, the season of reflection begins. Whether it’s children being good for the Elf on the Shelf or hoping to make Santa’s “Nice” list, there is a focus on doing the right thing. I want to make a connection to this season for my blog and I’m sharing my reflections after my recent research and training on ethics and leadership.
Ethics stem from core character strengths. Truth? I have not ever intentionally focused on the importance of ethical leadership. I just thought people knew they should do the right thing. For leaders, especially those charged with coaching and developing others, the stakes are much higher. Ethical leadership isn’t just a seasonal nicety; it’s a year-round imperative.
The Soul of Leadership: Character and Emotions
In my recent research and training on ethics and leadership (Brown et al., 2005), ethical leadership is defined as “the demonstration of normatively appropriate conduct through personal actions and interpersonal relationships, and the promotion of such conduct through communication, reinforcement, and decision-making.” In simpler terms, ethical leaders don’t just talk the talk—they live it, model it, and expect it from those around them.
Reflect for a moment: Have you ever worked under an ethical leader? What about an unethical one? How did each experience impact you and your growth?
Key character strengths that shape ethical leadership include:
Bravery: The courage to make tough, often unpopular decisions rooted in integrity.
Honesty: Transparency in actions and words, fostering trust within the team.
Social Intelligence: The ability to understand and navigate complex interpersonal dynamics.
Self-Regulation: Maintaining composure and moral clarity, even under pressure.
Each of these traits contributes to a leader’s ability to inspire trust and uphold ethical standards. Let’s unpack why these matter.
Why These Character Strengths Matter
Bravery: Ethical leaders must confront challenges head-on, whether that means calling out unethical behavior or making decisions that prioritize long-term integrity over short-term gains. Without bravery, leaders risk falling into complacency or complicity.
Honesty: Teams thrive when leaders are forthright. Honesty builds the foundation for trust—a non-negotiable in any effective leadership dynamic. A leader’s words and actions must align consistently.
Social Intelligence: Understanding the emotions, motivations, and dynamics within a team helps leaders navigate ethical gray areas. Social intelligence allows leaders to balance empathy with fairness, ensuring that decisions consider both individuals and the collective good.
Self-Regulation: Leaders who manage their emotions and impulses model consistency and control. Self-regulation ensures decisions aren’t clouded by anger, fear, or bias, reinforcing ethical behavior.
If you’ve taken the VIA Character Strengths Survey and these do not rise to the top for you, do not fret. You will not be on the naughty list! Instead, consider what the research tells us about the link between these specific strengths and ethical leadership. Being more aware of your character strengths is already going to positively impact your walk, and strengthening these traits over time can significantly enhance your leadership effectiveness.
Why Ethical Leadership Matters for Coach Leaders
Coach leaders hold a unique and critical role in shaping cultures of accountability and ethical behavior. To fulfill this role, coach leaders must embody the dual pillars of ethical leadership: moral personhood and moral management.
Moral Persons: Ethical leaders are seen as honest, trustworthy, and fair decision-makers who admit when they’ve fallen short. This authenticity creates an environment where teams feel safe to do the same. When these qualities are absent, trust erodes, morale plummets, and teams are less likely to take ownership of mistakes or challenges.
Moral Managers: Beyond personal ethics, coach leaders must actively promote ethical standards. They communicate the importance of ethics, enforce standards consistently, and hold everyone—including themselves—accountable. Without this, ethical standards become arbitrary, leading to confusion, unfair treatment, and a toxic organizational culture.
Ethical leadership is contagious. When coach leaders prioritize ethical conduct, they set the tone for the entire organization. They model how to navigate tough decisions and empower their teams to act with integrity.
Reflect and Reset: A Call to Action
As the year closes, take a moment to reflect on your own leadership. Ask yourself:
Did I demonstrate bravery in my decisions?
Was I honest, even when the truth was difficult to share?
How well did I understand and respond to the emotions and dynamics of my team?
Did I model self-regulation in times of stress?
Write down one instance where you felt you embodied ethical leadership and one area for growth. Use these reflections to set an intention for the year ahead.
Closing Thoughts
Santa’s “Naughty or Nice” list may seem whimsical, but for leaders, it’s a powerful metaphor. Ethical leadership requires us to evaluate our actions-ALL THE TIME, align them with our values, and inspire those around us to do the same. As we celebrate the season and prepare for a new year, let’s commit to strengthening the character and emotional intelligence that form the soul of ethical leadership.
Ok people! Here’s to leading with heart, courage, and integrity—and making the “Nice” list, all year long. Have a wonderful winter break!
Sosik, J. J., Chun, J. U., Ete, Z., Arenas, F. J., & Scherer, J. A. (2019). Self-control puts character into action: Examining how leader character strengths and ethical leadership relate to leader outcomes. Journal of Business Ethics, 160, 765-781.
