Unlike models that focus primarily on skills, styles or outcomes, virtuous leadership begins in the leader’s inner reality, a stable foundation of moral character and integrity that guides every decision and action. Instead of first asking what a leader does, it asks who the leader is.
There are many ways to describe what makes a good leader. Over the years, scholars and practitioners in the field of leadership have proposed numerous models, including transformational leadership, servant leadership, authentic leadership and ethical leadership, among others. Each of these models highlights slightly different aspects: some focus on the leader’s ability to inspire and mobilize others, while others emphasize service, empathy or moral integrity. At times, these frameworks even point in different directions. For example, the confidence of a charismatic leader may contrast with the humility that is central to servant leadership.
I am not a leadership expert, but among the many perspectives available, the one that resonates most with me is virtuous leadership. Unlike models that concentrate mainly on competencies, styles or results, virtuous leadership begins in the leader’s inner reality, a stable base of moral character and integrity that shapes every decision and action. Rather than first asking what a leader does, it asks who the leader is.
In classical philosophy, virtue refers to a habitual disposition to do good, not as a rigid rule or fleeting impulse, but as a stable quality that shapes a person’s choices and actions. Virtues are acquired through practice and reflection; they are traits that enable one to act rightly, consistently and for the right reasons. In this sense, leadership grounded in virtue does not merely seek to achieve results but to cultivate moral excellence that naturally leads to wise and just decisions.
Naturally, there is no universal consensus on which virtues define a virtuous leader (see, for example, the article published in the Journal of Business Ethics). Different traditions and cultures value different qualities, including wisdom, compassion, integrity and temperance, among others. Although Alexandre Havard’s model, presented in Virtuous Leadership, does not fully align with mainstream academic literature, I find his framework particularly inspiring. Drawing on classical and Christian thought, Havard identifies six key virtues, beginning with the four cardinal virtues, which he presents as the foundation of moral leadership:
Prudence: the ability to discern what is right in a given situation and to make wise and sensible decisions that lead to the good (considered the virtue that governs and guides all others).
Justice: the firm and constant will to give each person their due, acting with fairness and respect in all relationships.
Fortitude: the strength and courage to pursue the good and remain steadfast even in the face of fear, pain or adversity.
Temperance: the self-discipline that allows one to govern desires and emotions, keeping them balanced and under the guidance of reason.
To these, Havard adds two additional virtues that elevate leadership to its highest level: magnanimity, the habit of aspiring to great deeds, the greatness of soul that leads the leader to pursue noble goals, seek personal excellence and inspire others to realize their own potential; and humility, the habit of living truthfully with oneself, recognizing both one’s dignity and one’s limitations, which keeps ambition balanced and opens the leader to learning, growth and service.
The good news is that virtue is neither innate nor fixed. Research in psychology and moral development indicates that virtues can be intentionally cultivated through reflection, habit formation and regular practice. In this sense, virtuous leadership is not a matter of personality or charisma but of continuous personal growth and a lifelong effort to align who we are with what is good.
João Cotter Salvado, Professor at CATÓLICA-LISBON