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<figure id="figure-ja8075yn7lsujvpk0"><img id="ja8075yn7lsujvpk0" src="https://images.unsplash.com/photo-1706247691880-6a8f94ef4cb0?crop=entropy&amp;cs=tinysrgb&amp;fit=max&amp;fm=jpg&amp;ixid=M3wyNjI5NjF8MHwxfHNlYXJjaHwyMzB8fEROQXxlbnwwfHx8fDE3MDg0NDkyMDB8MA&amp;ixlib=rb-4.0.3&amp;q=80&amp;w=1080" alt="a close up of a pair of sunglasses on a black background" class="object-cover bg-gray-100 rounded-2xl md:rounded-3xl lg:rounded-4xl" style="aspect-ratio: 16/9; object-position: center center;" data-corners="default" data-aspect="16:9" data-caption="" data-positionx="null" data-positiony="null" data-fullwidth="false" data-mce-src="https://images.unsplash.com/photo-1706247691880-6a8f94ef4cb0?crop=entropy&amp;cs=tinysrgb&amp;fit=max&amp;fm=jpg&amp;ixid=M3wyNjI5NjF8MHwxfHNlYXJjaHwyMzB8fEROQXxlbnwwfHx8fDE3MDg0NDkyMDB8MA&amp;ixlib=rb-4.0.3&amp;q=80&amp;w=1080" data-mce-style="aspect-ratio: 16/9; object-position: center center;"></figure> "To human is a verb"—anthropologist Tim Ingold (2015) argues and explains that humans fabricated themselves; unlike other animals, which merely come to be whatever it is in their nature to be, humans must perforce determine what they will be. Ingold distinguishes between humanising and humanifying: the former depicts the progression of ‘becoming human’, as exhibited in infants and children, whilst the latter signifies ‘human becoming’, a ceaseless duty we must undertake. This undertaking of humanifying ourselves and others constitutes a life’s work.Arguably, one was to appropriate Ingold's conceptualisation of humanifying and utilise it to examine the leadership praxis in the Anthropocene epoch. In that case, transforming leadership into a more humanised form in the twenty-first century is an inevitable evolution of our shared reality and collective consciousness.&nbsp;Let us start with the emerging importance of ethics and purpose in leadership. The following article is a summary of my research in this field.&nbsp;<h2>A Modern-day Odyssey in Search of Ethics and Purpose in Leadership</h2><figure id="figure-ffhzl3xdkjlsumoa20"><img id="ffhzl3xdkjlsumoa20" src="https://images.unsplash.com/photo-1526106154178-49847e3af9bb?crop=entropy&cs=tinysrgb&fit=max&fm=jpg&ixid=M3wyNjI5NjF8MHwxfHNlYXJjaHwxfHxPZHlzc2V5fGVufDB8fHx8MTcwODQ0OTQ2MHww&ixlib=rb-4.0.3&q=80&w=1080" alt="person reading book" class="object-cover bg-gray-100 rounded-2xl md:rounded-3xl lg:rounded-4xl" style="aspect-ratio: 16/9; object-position: center center;" data-corners="default" data-aspect="16:9" data-caption="" data-positionX="undefined" data-positionY="undefined" data-fullWidth="false"/></figure><h3>Context</h3>I have observed increasing concerns about the potentially unfortunate consequences for organisations and society if ethics and purpose are neglected in leadership, human relationships, and behaviour (Brown &amp; Treviño, 2014; Stein, 2013). &nbsp;Leaders promote ethical and purpose-driven models in organisational life (Avey et al., 2012; Kalshoven et al., 2011). A part of my research examined the emerging importance of ethics and purpose in leadership, drawing on metaphors from ancient Greek literature and my professional experiences.The leadership literature increasingly emphasises the role of ethics and purpose. Ethical leadership promotes employee satisfaction, well-being, and organisational commitment (Avey et al., 2012). Purpose-driven leadership also motivates and engages followers (Grant, 2012). As role models, leaders' words and actions regarding ethics and purpose shape organisational culture (Brown &amp; Treviño, 2014).In my research, I took an (auto)ethnographic approach, analysing my and my peer's experience to gain cultural insights into leadership (Ellis et al., 2011). I used metaphors from Homer's Odyssey and Iliad to represent different leadership styles I have encountered professionally. Ultimately, leaders should develop an ethical, purpose-oriented ethos manifest in interactions to influence employees and organisations positively.&nbsp;<h3>Literature Review</h3>In my literature review, ethical leadership is demonstrating normatively appropriate conduct through personal actions and interpersonal relationships (Brown et al., 2005). Key attributes include honesty, trustworthiness, fairness, and care for others (Brown &amp; Treviño, 2014). Ethical leaders act as moral persons and managers, serving as ethical role models while promoting ethical conduct in followers (Brown &amp; Treviño, 2006).Research shows that ethical leadership relates to various positive outcomes. It associates with increased job satisfaction, organisational commitment, psychological well-being, and voice behaviour from employees (Avey et al., 2012; Kalshoven et al., 2011). Ethical leadership also relates to unit-level performance and reduces deviant behaviours (Avey et al., 2012; Mayer et al., 2012).Purpose-driven leadership involves pursuing goals and transcending self-interest to serve others (Boyatzis et al., 2015). Such leaders exhibit compassion, selflessness, and wisdom (George, 2011). Purpose inspires commitment, boosts motivation, and provides meaning (Grant, 2012). It also promotes ethical and responsible conduct (Boyatzis et al., 2015).Leaders significantly shape organisational culture regarding ethics through role modelling, reward systems, and policies (Brown &amp; Treviño, 2014; Mayer et al., 2012). Formal ethics programs alone have limited impact without visible leadership commitment (Weaver et al., 1999). Hence, leaders' day-to-day words and actions are critical for establishing an ethical culture.<h3>Methodology</h3>I used qualitative methods in my research and took an autoethnographic approach, reflecting on my professional experiences to gain cultural insights into leadership and ethics (Ellis et al., 2011). I interviewed leaders and employees at different levels and observed informal discussions. Key themes were identified through thematic analysis. Relevant metaphors from ancient Greek literature were also applied.<h3>Findings</h3>My experiences revealed leaders modelling strong ethics and purpose and those displaying narcissism and self-interest. Ethical leaders positively impacted me through integrity and care for others. Unethical leaders cause harm by prioritising self-gain.Most interviewees affirmed in my research the importance of ethics, purpose, and communication in leadership to me. They viewed a leader's ethical conduct as essential for modelling desired behaviours and shaping cultural values. However, some ethical complexities and uncertainties were noted.&nbsp;My findings align with literature emphasising ethical leadership's critical role in organisations (Brown &amp; Treviño, 2014; Kalshoven et al., 2011). From my perspective, leadership based on ethics and purpose appears increasingly vital for employee well-being and organisational success.<h3>Discussion</h3>I highlight ethics and purpose's emerging significance in leadership in this article using an autoethnographic approach. While not generalisable, my insights may encourage other leaders to reflect on leading with moral awareness.Practical implications include emphasising ethics and purpose in leader development and selection. Focused training could also help address ethical blind spots. Leaders should view themselves as ethical role models, leading by example.&nbsp;Some study limitations provide opportunities for future research in “Humanify Leadership”. The themes could be examined through surveys or interviews with larger samples. Longitudinal data could assess cultural changes over time. Experimental studies on interventions like humanifying leadership dimensions of training would offer additional insights.<h3>Conclusion</h3>Leadership based on ethics and purpose is critical in today's complex environment. Leaders significantly shape cultural values by living desired behaviours. An ethical, purpose-oriented ethos should manifest in a leader's actions and relationships. Although applying such principles involves nuances, leaders must embrace their role as the ethical compass. This will promote ethical conduct, serving employees, organisations and society.Link to my origin article: https://www.journalofsalestransformation.com/the-emerging-importance-of-ethical-leadership/ ReferencesAvey, J.B., Wernsing, T.S., &amp; Palanski, M.E. (2012). Exploring the process of ethical leadership: The mediating role of employee voice and psychological ownership. Journal of Business Ethics, 107(1), 21-34.Boyatzis, R.E., Smith, M.L., &amp; Beveridge, A.J. (2013). Coaching with compassion: Inspiring health, well-being, and development in organizations. The Journal of Applied Behavioral Science, 49(2), 153-178.Brown, M.E., &amp; Treviño, L.K. (2014). Do role models matter? An investigation of role modeling as an antecedent of perceived ethical leadership. Journal of Business Ethics, 122(4), 587-598.Brown, M.E., Treviño, L.K., &amp; Harrison, D.A. (2005). Ethical leadership: A social learning perspective for construct development and testing. Organizational Behavior and Human Decision Processes, 97(2), 117-134.Ellis, C., Adams, T.E., &amp; Bochner, A.P. (2011). Autoethnography: An overview. Historical Social Research/Historische Sozialforschung, 273-290.George, B. (2011). The wisdom of purpose. Leader to Leader, 2011(60), 13-19.&nbsp;Grant, A.M. (2012). Leading with meaning: Beneficiary contact, prosocial impact, and the performance effects of transformational leadership. Academy of Management Journal, 55(2), 458-476.Kalshoven, K., Den Hartog, D.N., &amp; De Hoogh, A.H. (2011). Ethical leadership at work questionnaire (ELW): Development and validation of a multidimensional measure. The Leadership Quarterly, 22(1), 51-69.Mayer, D.M., Aquino, K., Greenbaum, R.L., &amp; Kuenzi, M. (2012). Who displays ethical leadership, and why does it matter? An examination of antecedents and consequences of ethical leadership. Academy of Management Journal, 55(1), 151-171.Stein, M. (2013). When does narcissistic leadership become problematic? Dick Fuld at Lehman Brothers. Journal of Management Inquiry, 22(3), 282-293.&nbsp;Ingold, T. (2015). `The Life of Lines´. Routledge, Abingdon.Weaver, G.R., Treviño, L.K., &amp; Cochran, P.L. (1999). Corporate ethics programs as control systems: Influences of executive commitment and environmental factors. Academy of Management Journal, 42(1), 41-57.

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