Pillar 1: Power in Service
Ethical leaders see power not as a possession but as a responsibility. It's not about what you can take, but what you can give.
Diana's response to the profit plan revealed this principle. Instead of accepting or rejecting it, she asked a different question: "How can we achieve these financial goals while making our company a better place to work?"
Her approach: - Involved employees in finding efficiencies - Offered voluntary early retirement with generous packages - Invested savings in employee development - Created profit-sharing programs - Made the company more profitable AND more humane
Result: 45% profit increase, 90% employee satisfaction, zero involuntary layoffs.
Service-oriented power asks: - How does this decision impact all stakeholders? - What would I want if I were in their position? - How can we expand the pie rather than fight over slices? - What legacy will this create? - Who has no voice that needs one?
Pillar 2: Transparent Influence
Ethical leaders use influence openly, not manipulatively. They're clear about intentions and invite collaboration rather than compliance.
When Bart needed buy-in for a major transformation, he could have used the influence tactics to manipulate agreement. Instead:
"I want to share exactly how I'm thinking about this and why. I'll lay out my reasoning, my concerns, and where I might be wrong. Then I want your genuine input—especially your disagreement."
He used every principle, but transparently: - Visibility: "Here's what I've been working on and why" - Communication: "Let me paint a picture of where we could go" - Boundaries: "Here's what I will and won't compromise on" - Alliances: "I need partners, not followers" - Confidence: "I believe in this, but I'm not attached to being right"
Transparent influence means: - Stating your intentions clearly - Acknowledging your influence tactics - Inviting genuine participation - Accepting authentic pushback - Sharing power rather than hoarding it
Pillar 3: Principled Boundaries
Ethical leaders have non-negotiable lines they won't cross, regardless of pressure or opportunity.
Jenny faced this when her biggest client asked her to fudge environmental compliance data. The contract was worth $10 million. Her team needed the revenue.
"I understand the pressure you're under," she said. "But I can't and won't falsify data. However, I can help you find legitimate ways to improve your environmental metrics. If that's not acceptable, we'll need to part ways."
The client fired her. Three months later, they were under federal investigation. A year later, they hired Jenny back—at triple the rate—specifically because of her integrity.
Principled boundaries include: - Ethical lines you won't cross - Values you won't compromise - People you won't sacrifice - Truths you won't hide - Futures you won't mortgage
Pillar 4: Developmental Power
Ethical leaders use their influence to develop others, creating more leaders rather than followers.
Jennifer mastered this through what she called "power multiplication":
For every skill she gained, she taught three people For every opportunity she received, she created two for others For every recognition she got, she spotlighted her team For every door opened for her, she held it open for others
Her team produced more promotions than any other—not because she hoarded talent, but because she developed it.
Developmental approaches: - Teach your power principles openly - Create opportunities for others to lead - Share credit generously - Sponsor rising talent actively - Build systems that outlast you
Pillar 5: Sustainable Success
Ethical leaders optimize for long-term flourishing over short-term gains. They build to last.
When Robert became division president, he inherited a culture of burnout. His predecessor had driven record profits through unsustainable pressure.
Robert's transformation: - Instituted mandatory vacation minimums - Created sustainable performance metrics - Invested in automation to reduce grunt work - Built margin into project timelines - Rewarded work-life integration
First year results: Profits dropped 10%. Second year: Rose 25%. Third year: Up 40% with 50% less turnover.
"Anyone can squeeze short-term results through pressure," Robert explained. "Ethical leadership creates systems where success and sustainability reinforce each other."