Vision Statement: Guilford College will be a premier institution that practices and promotes ethical leadership. Students will be equipped to lead with integrity, enact innovation and create positive change.
Mission Statement: As members of the Guilford College community, we strive to live out the college’s core values and carry them in our sphere of influence. Ethical leadership programs at Guilford foster educational experiences that develop self-awareness and collaboration across difference to make communities, institutions, and societies more just and humane.
Ethical Leadership Report
The Ethical Leadership Final Report details the charge from Arts and Science, the tenets of Ethical Leadership as defined by the 2017 Ethical Leadership Team, the short term and long term goals and links to helpful resources. The 2017-18 Ethical Leadership Team was co-chaired by Steve Mencarini and Vance Ricks. View the report HERE. Excerpts from the report follow. The current 2018-19 Ethical Leadership Team is co-chaired by Barbara Lawrence and Krishauna Hines-Gaither with team members Wess Daniels, Mark Justad, Sonalini Sapra and James Shields.
Central goals of the Guilford College Ethical Leadership Initiative follow:
A. “Every student will, from the beginning of their college career, participate in experiences designed to develop skills in ethical leadership”.
B. “Throughout the campus and their college experience, students see examples of ethical leadership and the trust engendered by it”.
C. “Campus programs reflect an ethical leadership model as a part of their structure”.
D. “Guilford College will be known as the premier institution in developing ethical leaders”.
Ethical Leadership Tenets
We firmly hold two central tenets about Guilford’s institutional commitment to ethical leadership. The first tenet is that everyone -- students, faculty, staff, and administrators -- can demonstrate ethical leadership. Regardless of their position within a collective (whether a formally structured organization or even a “leaderless” group), people can act ethically while demonstrating socially responsible leadership. The second tenet is that ethical leadership doesn’t refer to an inborn, randomly-bestowed gift; it refers instead to a range of traits and skills that can be learned and strengthened. That implies that those traits and skills can, in some sense, also be taught, and (if so) that we can create intentional programs to teach those things and to assess our success in teaching or strengthening them.