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The purpose of this discussion is to explore how the educational and social philosophy of John Dewey offers insight for those involved in education evolution in emerging economies, with a particular emphasis on nurturing leaders who are capable of recognizing and responding effectively to the challenges of a globalized economy now and for the next century. Dewey offers comprehensive critiques of the interlocking systems of oppression that are present not only in the educational system but also in the workplace and expanding economic system, along with systematic pedagogical strategies for overcoming identified hurdles. To demonstrate application of these insights, we will focus specifically on the implementation of Deweyan theory in an elementary educational system in today's Haiti through a case study involving l'Ecole de Choix (the School of Choice). After explaining the genesis of the school's relationship to Dewey, the discussion unpacks Dewey's diagnosis of the challenges facing both leadership and education within his social context. The analysis then examines the central features of Dewey's pedagogical vision within that historical context. To illustrate their continuing relevance to a current social environment that finds remarkable parallels with Dewey's own, we detail the ecosystem, inspiration, history, vision, design, structure, and examples of Dewey-based influences in an educational institution in rural Haiti. We then conclude with implications for educational research and practice that respond to complex challenges in emerging economies.

Senior executives are thought to provide the organization's ethical `tone at the top'. We conducted an inductive interview-based study aimed at defining the perceived content domain of executive ethical leadership. We interviewed two types of key informants--corporate ethics officers and senior executives--about executive ethical leadership and then a contrasting category we labeled `ethically neutral' leadership. Systematic analysis of the data identified multiple dimensions of ethical and ethically neutral leadership. The findings suggest that ethical leadership is more than traits such as integrity and more than values-based inspirational leadership. It includes an overlooked transactional component that involves using communication and the reward system to guide ethical behavior. Similarities and differences between ethics officers' and senior executives' perceptions also led to insights about the importance of vantage point and social salience in perceptions of executive ethical leadership. In order to be perceived as an ethical leader by those outside the executive suite, the executive must engage in socially salient behaviors that make the executive stand out as an ethical figure against an ethically neutral ground. KEYWORDS ethical leadership * ethics * leadership

Our case study examines national human resource development in Haiti, a developing country that has not yet been carefully studied within NHRD research. Using a descriptive case study approach, we collected data through participant observation and documents of an innovative elementary school. Data analysis revealed a gap between Haiti's educational standards and quality NHRD outcomes, and that the NHRD literature can be broadened through case study research that focuses on countries that lack a well-articulated and -executed strategy for NHRD. [ABSTRACT FROM AUTHOR]

Information technology has significantly decreased the amount of workforce privacy. While employers need to able to monitor their employees for effective production, the rights of workers should also be respected. Ethical guidelines for monitoring workers include providing for personal and public spheres, and designating where each one begins and ends.

The article attempts to identify the components of ethical leadership, that is what people expect of ethical leaders and what they perceive to be ethical leadership. Practically, that expectation is threefold. Grounded in concrete experience, it identifies expectations and clarifies perceptions with respect to attentiveness to the rational objectives of the organization; sensitivity to the emotional concerns of people within and without the organization; and sensibility to the spiritual implications of both for the big picture and the long term. The absence of either of these reflects failure in ethical leadership or in communicating ethical leadership. Empirically, that same three-fold expectation has surfaced in a recent study of ethics officers and senior executives of several large corporations. Common to both is an appreciation of ethical leadership as a convergence of confidence and humility in decision making and decision-communicating. The ethical leader communicates not only the decision, but also the benefits and costs attached to the decision for one's self as well as for others. That is, the ethical leader expresses a willingness to suffer the consequences of a decision.