Journal of Nutrition and Human Health

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The need for ethical leadership has never been greater

Joint Event on 17th International Conference on Nutrition and Fitness & 2nd International Conference on Gastroenterology and Digestive Disorders
May 23-24, 2019 | Vienna, Austria

Mark Hollingsworth

The Nutrition Society, UK

Posters & Accepted Abstracts : J Nutr Hum Health


The presentation examines the structure of ethical leadership. Leaders who put their personal interests first, who see leadership as power, are identified through links with corruption, nepotism, egoism, and abuse of power. They avoid the truth, do not take responsibility for their actions, often simply to cover their own tail, or to make themselves look good. Ethical leaders however act in accord with their conscience, when called upon, risking their careers by pursuing a more expansive vision of the organisational, institution, national or local interest in opposition to internal and/or external popular opinion or pressure. Such leaders are naturally humble, trustworthy, honest, considerate, charismatic and fair. They set high standards through personal example, becoming the role model and champion for the importance of ethics. Ethical leaders are able to recognise ethical dilemmas, the trigger situations and ‘inner voice’ which alerts them to certain challenging situations. However, recognising ethical dilemmas is one thing, deciding how to manage them is somewhat different. Ethical leaders have developed systems to assist them in dealing effectively with ethical dilemmas. In summary, to act ethically requires one key trait: Courage. In practice this means to be a true ethical leader, to engender deep trust and loyalty, starts with telling the truth. Telling those being led not what they want to hear, but rather what they need to hear is ethical leadership in action.



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