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Joanne B. Ciulla

The chapter examines a leader's obligation to care for followers, even when that obligation conflicts with their feelings about their followers and/or their obligations to their families and loved ones. I argue that the ethical responsibility to care is a fundamental part of most socially constructed roles of leaders. Hence, feelings of care may not be as important to leaders as acting on their duty as leaders to care. The chapter begins by exploring the meanings of care and their moral implications. It then looks at the subjective and objective nature of care in feminist ethics of care and how it compares with ethics based on justice. Lastly, given the strengths and weaknesses of an ethic of care, I examine the question: Does a leader need a tender heart, or feel care to care?

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Joanne B. Ciulla

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Joanne B. Ciulla

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Joanne B. Ciulla

Chapter 6 by Joanne B. Ciulla compares the actions of ethically innovative leaders with drops of water in a pond. They often radiate out like ripples into larger spheres, from the personal, to the organizational, and finally to the systemic level. Recalling key notions in leadership studies such as vision, moral imagination, and both ethics and effectiveness, the chapter applies them to a timely challenge for business leaders, namely to pay their employees’ living wages (with a focus on the fast food and other industries). Ethically innovative leaders can fix this problem if they are willing to make waves by thinking of business as a means of improving the well-being of all stakeholders, including employees.