Ethical leadership: lessons from Moses

Shlomo Ben‐Hur · Karsten Jonsen

37 citations0/0 files storedJournal of Management Development

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Workplace Spirituality and Leadership Leadership and Management in Organizations Ethics in Business and Education

Abstract

Purpose The purpose of this paper is to outline a model of leadership based on the characteristics of the most highly acclaimed leader in Jewish history, Moses. The lessons from his leadership that are applicable to modern corporate leaders are identified and related to management development and education settings. Design/methodology/approach This paper relies on a direct reading of books 2–5 of the Old Testament (see notes) to propose a model based on Moses’ leadership. Using Moses’ journey toward and during his leadership, a model for present‐day leadership is proposed. Examples are given to anchor this model in biblical texts and reference it to modern leadership thoughts, spirituality and practical wisdom. Findings While the leadership of Moses is known and widely discussed within Jewish learning, it has not yet found a wider, secular audience. However, Moses’ leadership characteristics present an opportunity to reflect on how creative tensions between different leadership traits could be reconciled and an ethical model of leadership could be applied. Research limitations/implications This paper does not look beyond books 2–5 of the Old Testament for further supporting evidence of the leadership of Moses. Future research could broaden the model through these sources. Moreover, research could test the four dimensions of leadership proposed in this paper in contemporary contexts, with performance as a dependent variable. Originality/value Moses’ leadership has been discussed by theologists but this paper suggests drawing on it as part of the ongoing academic discourse on corporate leadership. The biography of Moses sheds a light on the formative experiences of an ethical leader and his actions demonstrate how such a leader can act under challenging circumstances. If further developed, this research promises to be a useful addition to current leadership thinking and management education.

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References

1999Psychological Safety and Learning Behavior in Work Teams 2005Ethical leadership: A social learning perspective for construct development and testing 2005Bad Management Theories Are Destroying Good Management Practices 1999Ethics, character, and authentic transformational leadership behavior 2003Toward a theory of spiritual leadership 2009Leadership Without Easy Answers 1994Leadership Without Easy Answers 2004Managers, not MBA's: a hard look at the soft practice of managing and management development

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