The tensions identified in earlier chapters are part of the fabric of life and work in service organisations, such as schools. They can be very challenging, even frustrating, but cannot be ignored or wished away. Part of the responsibility of working in service environments is to engage in positive, productive and ethical ways with these tensions. Decisions have to be made based on informed judgement and educational leaders will benefit from understanding how values and ethics can help them influence outcomes in decision situations. This understanding is the focus of this chapter.

Values and leadership

There is a special need for leaders to call on their core values when leading in complex and dynamic situations. Duignan and Cannon (2011) suggest that ‘when all seems to be in constant crisis and when strategic direction seems to be swamped by short-term emergencies, leaders need to focus on core values and moral purpose’ (p. 26). It is important, however, that the espoused values of a school are agreed on, shared and form the basis for all decision-making. Core values are usually enduring values and, according to Degenhardt and Duignan (2010), ‘constitute the one permanent foundation for the school when everything else within and outside … seem to be changing’ (p. 175).