Ethical is Ewuitable
Monday, April 20, 2026
Leadership ethics has become more important than ever in a world where the measure of leadership is not only defined by what leaders accomplish but how they accomplish it. Performance alone is no longer enough. Leaders are expected to act with integrity, fairness and awareness of the influence they hold, and for good reason.
As a society, we have seen countless instances where leaders act on an agenda that may address their own needs or the needs of a specific community, without evaluating if the agenda is fair or equitable. Ethical leadership is not a strict framework or checklist to follow, nor is it something that looks the same for everyone. Instead, it is rooted in a person’s moral compass. This internal guide shapes decisions, values and leadership style. Since moral compasses differ from person to person, ethical leadership requires constant reflection, accountability and intentional action.
At its core, ethical leadership is about understanding the difference between what is right and wrong and choosing to act in a way that prioritizes people over power. The “ethics” that make us ethical goes beyond policies, rules or titles. It is reflected in everyday choices, especially when those choices are difficult or unpopular. An ethical leader does not simply ask what benefits them personally but instead considers who will be affected and how. Ethical leadership isn’t about being an “ethical leader” at all, but rather an equitable leader.
An important aspect of leadership is equity, and being an equitable leader means leading in a way that includes and encompasses everyone, not just those who already have a voice or platform. Equity recognizes that different people have different needs, and leaders should adjust their approach to create fairness whenever possible — and at the very least, they should listen to every voice they lead, not just those chiming in accord.
In an imaginary scenario, a powerful political leader such as a president is an adult. Most presidents in the contemporary world are adults, and the minimum age to be president in any country is 18. In this thought experiment, imagine the power of choice lies with a child, who would definitely have different policies compared to adult leaders.
My sister — a self-proclaimed, certified expert on childhood (being a child herself) — claims she would use all tax money to make extravagant playgrounds available to every school and neighborhood. For kids like my sister, that would be great, and millions of kids would be thrilled with this decision.
But for the adults, who now have no health insurance, economic benefits or tax-paying programs, the choice made here would be a disaster. It is not fair to take the adults who have just as many, if not more needs, out of the equation when determining policies. And maybe that wasn’t my sister’s intention in the first place. She just wanted to be able to go down a slide every time she visited a school. But her policy was not ideal to many, despite her intentions of helping her community.
As silly as it seems, this idea can be applied to any leader, and not just those using their power to discredit someone’s needs but also for those making it harder for those needs to become attainable. Of course, this doesn’t mean that my sister’s government will have to ban playgrounds, but she will simply have to find compromise, a middle ground to keep everyone somewhat fulfilled. When equity is ignored, like in the playground example, leadership risks endorsing systems that leave people behind, even when their intentions are good.
In order to reach equitable leadership, though, you need collaboration. Strong leaders do not rely on fear, control or the idea of doing things simply because authority demands it. They do not lead with a mindset of “do what I say.” Instead, they value open communication, shared decision-making and reaching a consensus when possible.
Collaboration allows people to feel heard and respected while still maintaining structure and accountability. When individuals are included in the process, they are more likely to support outcomes and contribute meaningfully. For example, if my sister had told some of the adults about her plans and what benefits they might reap, she may have come up with a policy that more people supported. This doesn’t necessarily mean she had to do what others told her to do, but it would have given her a better chance at a successful policy.
Additionally, nobody should feel threatened or scared to ask for other opinions. Leadership is a spectrum: There may always be one person at the top, but the people who fall at other points in that spectrum or hierarchy should and can be used as resources. An equitable leader should recognize this and use it to help make every voice heard to create a safe space.
Equitable leadership is also rooted in dignity and responsibility, rather than demanding trust. Dignity is important especially when a leader makes a mistake. Instead of shifting blame for something you did, the leader should acknowledge their mistake and rectify it.
In my personal life, I have been taught this pillar through my curriculum, where I participate in a competition called the Ethics Bowl as part of my high school team. In this competition, we are given ethical dilemmas or cases that we dissect with our team to find a solution that is morally permissible. We debate our findings with a competing school’s team, which responds to our arguments and makes counter arguments.
The best part about these competitions, however, is that the focus is not on debate, but on dignity and mutual respect. The goal is to have a fruitful discussion and reach a consensus about the case. While it is nice to win a trophy and feel pride for your school if you win, what is really appreciated is if you spoke and acted with dignity. Did you use discourteous language in reference to the other team? Or were you using your airtime to find solutions to the case and talk about what is truly important, ethics?
Similarly, leaders should treat others with dignity and create environments where people feel safe to speak openly and grow. That is the kind of environment we as a society need for efficient, beneficial growth.
Ethical leadership is closely tied to community, advocacy, equity and character. It is standing with them, instead of standing above them. It is understanding the responsibility that comes with influence and choosing to use it for the greater good. As young people step into leadership roles in schools, workplaces and communities, learning to lead ethically at an early age has the power to shape a more just future. When leaders prioritize equity, collaboration, dignity and impact, they guide others not only toward success but toward building a more equitable successful future.
In the Lead magazine is a collaboration between the Buccino Leadership Institute and the Stillman School of Business’s Department of Management. This edition reaffirms Seton Hall’s commitment to fostering innovative, ethical and impactful leadership. Stay ahead of the curve — explore the Spring 2026 issue of In the Lead.
Categories: Business, Science and Technology