Virtuous leaders and virtuous organisations: healthcare and higher education

Abstract

This paper focuses on the nature of virtuous leadership and the relationship to a virtuous organisation in two service professions in one county community. Specifically, we examine whether the virtuousness of service organisations (healthcare and higher education) derives directly from its executive management team. We selected education and healthcare leaders due to a perceived similarity in both education, complexity, governance as well as a higher degree of specialisation in their fields. Thirty three hospital and educational leaders were surveyed in Lancaster, Pennsylvania and statistical results indicate significant gender differences regarding observable indicators of virtuousness. In addition, those earning more income appear to view organisations as being less virtuous such that it is not so observable through language, strategy, or behaviour.