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To build capacity for students in educational leadership programs, we developed a teaching case study focused on managing emotion for ethical decision making in supervision of personnel. The case offers troubling encounters between a secondary assistant principal and a novice teacher, a veteran teacher, and a veteran administrator. Scenarios include issues of confidentiality, politics, and the tension between educators' professional ethical principles and an established more laissez-faire school climate and culture. Readers are guided to consider the role of emotion in leadership and how self-reflection can be used as a process for managing emotion.

The purpose of this integrative literature review was to draw together recognised streams of knowledge to inform contemporary leadership of school systems in democratic societies. The article integrates scholarship in ethical leadership (EL) and social justice leadership (SJL). The resultant conceptualised model is an expanded version of a preliminary model included in a research brief of an empirical study. The Ethical Leadership Praxis in a Global Society model includes four interactive dimensions: (1) understanding social justice theory and leadership theory, (2) applying state, national and professional ethical/legal standards, (3) engaging in ethical leadership practice and role modelling for culturally responsive leadership (CRL), and (4) employing personal leadership ethics and core values as a cyclical process of self-reflection and decision-making. This article makes an original contribution for building leadership praxis centred on ethical leadership. The model applies ethical and social justice leadership theory and encourages leaders to self-reflect on their own values, practices of leadership and how their actions can create inclusivity. Empirical studies testing the model is recommended in a variety of international educational settings. [ABSTRACT FROM AUTHOR]

The study objective was to identify leadership dilemmas of practicing school administrators and their own codes of ethics to inform understandings of ethical decision-making. Ethical decision-making underpins leadership practice, theory, and preparation. Existing models for ethical leadership underplay the importance of social justice ethics in decision-making. The research encompassed a qualitative study based upon the constructivist paradigm. Data were collected in the form ofinterviews, document analyses, and professional observations with practicing school administrators in public schools. Dilemmas reported were analyzed utilizing ethical leadership theories together with social justice constructs. Results indicate ways practicing school administrators, facultypreparing administrators, and other business or organizational leaders can utilize ethical decision-making and leadership for organizational improvement. [ABSTRACT FROM AUTHOR]