Problem Statement Leadership is an organizational role that affects every organizational issue. From employee morale, to customer satisfaction and organizational effectiveness, organizational leaders and their behaviors directly or indirectly influence everything. In addition to leadership's impact on the organization and its elements, leaders are often perceived as role models for organizational members. Consequently, it is important for leaders to be not only competent but also ethical in their daily conduct (Toor & Ofori, 2009). But how can we distinguish the ethical behavior of the leader? What are these ethical behaviors that influence followers? And how do we know if a leader is an ethical leader? Clearly, ethical leadership is a critical organizational issue, needing a solid definition and model that shows how it impacts the organization and its elements. One of the significant aspects of ethical leadership is its emphasis on the internalized moral perspective, on the moral person, on morality. managers and idealized influence (Brown and Treviño, 2006; Walumbwa et al., 2008). Many researchers have discussed the ethical intentions underlying leaders' behaviors and have offered ways to identify those intentions. Ladkin (2008) writes about “Leading beautiful” as a guideline for leaders. Ladkin (2008) believes that “leading beautifully” has three main dimensions: “mastery” – in understanding the leader's self and its context, “coherence” – congruence between various forms of the leader's self and with his or her purpose and its context. message and "purpose": to achieve its goal. Furthermore, Ladkin (2008) suggests that leading beautifully "brings into play the ethical dimension of a leader's commitment" and questions... half of the paper ......outen, J., van Dijke, M., Mayer, D. M., De Cremer, D., & Euwema, M. C. (2013). Can a leader be considered too ethical? The curvilinear effects of ethical leadership. The Leadership Quarterly, 24(5), 680-695. doi:10.1016/j.leaqua.2013.05.002Toor, S., & Ofori, G. (2009). Ethical leadership: Examining relationships with the full-scope leadership model, employee outcomes, and organizational culture. Journal of Business Ethics, 90(4), 533-547. doi:10.1007/s10551-009-0059-3Walumbwa, F.O., B.J. Avolio, W.L. Gardner, T. Wernsing and S.J. Peterson: 2008, 'Authentic Leadership: Development and Validation of a Theory-Based Measure', Journal of Management 34(1 ), 89–126.Weierter, S.J.M.: 1997, '''Who wants to play follow-the-leader?'' A theory of charismatic relationships based on routinized charisma and follower characteristics', The Leadership Quarterly 8, 171–193.