Moral Leadership: Ethics and Effectiveness Deborah Rhode provides a succinct explanation of what constitutes moral leadership. The difference between moral leadership and effective leadership is well explained. Contemporary literature and many business leaders believe that there is no difference between effective leadership and moral leadership. Effective leadership is underpinned by ethics and sound moral judgment. This is true, but it is clear that effective leadership does not always include moral leadership. Corporate goals and stakeholder pressure have significantly transformed how leaders approach ethics and leadership in general (Rhode, 2006). An effective leader should have the ability to lead. If there is no persuasion, then it is only to say that there is no leadership. It is also evident that for a leader to be able to persuade others to follow a certain course of action, it is necessary to possess some aspects such as integrity and integrity. According to the definition given by Deborah Rhode, trust is a very important element in maintaining moral leadership. If a leader cannot be trusted, he cannot be a good leader and people (followers) will not trust him enough to follow what they say or want. Deborah succinctly illustrates that moral leadership is very different from effective leadership. Rather than aspiring to be followed, moral leadership strives to serve (Rhode, 2006). Rather than displaying their own abilities, moral leaders strive to develop the ability and capacity of their followers. It is important to note that moral leadership is expected from anyone occupying any position in the organizational hierarchy. However, moral leaders are individuals who have a deep sense of ethics, are driven by core ideals such as fairness, honesty, and integrity, and are usually motivated by a good and effective leader must set an excellent example. History has confirmed this several times. For example, Herodotus, widely recognized as the father of history, stated that “I am glad that we are less convinced by what we hear than by what we see.” (Zubko 2003, p.140). Deborah challenges leaders to approach ethics from a different perspective. From the behavior and conduct displayed to the services offered and goods produced, to the customers they serve and the suppliers they interact with, to the workforce and society at large (Rhode, 2006). The entire ecosystem should reflect a character and display an element of ethics that forms the core of their decisions and actions. Just as the workforce is evaluated based on its performance in a company, the workforce, stakeholders and the general public should evaluate their leaders with ethics as a benchmark. As stated in the book, a leader's conduct should be impeccable (Rhode, 2006). This is due to the fact that, in that position, you are not only responsible to the employee but also to the company. A leader's words and actions are observed by many followers, so the impacts and implications of everything they say and do shape followers' views (Rhode,