Mastering the Leadership Matrix: Moving Toward ETHICAL Leadership

Once upon a time in a thriving non-profit organization, there was a leader named Elena. Elena was respected not just by her peers but also publicly lauded by the CEO during meetings for her exceptional ability to engage her team and drive impactful projects. Her strategic acumen was evident, and her compassionate approach to leadership helped the organization reach new heights in community impact and operational efficiency.

Elena's journey began as a Value-Driven Learner, where her strong values were evident, but she initially struggled with the practical skills needed to fully realize her leadership potential. Unlike A$$ CLOWNS, who lacked both skills and ethical grounding, causing high turnover and low morale, Elena was committed to personal and professional growth. She dedicated herself to developing her strategic planning and performance management abilities through workshops, mentorship, and by learning from the failures and successes of leaders around her.

As she honed these skills, she carefully avoided the pitfalls that often ensnare Dick-Taters, leaders whose high skills come at the expense of ethical conduct. She witnessed first-hand how such leaders, despite their operational success, could erode team morale and integrity by prioritizing results over people. Determined not to follow that path, Elena emphasized transparency, accountability, and the welfare of her team in every decision.

Behind the scenes, Elena fostered an environment of openness and trust, encouraging her team members to voice their ideas and concerns. She prioritized process and well-being over mere outcomes, leading to a significantly lower turnover rate and cultivating a strong, collaborative culture. Her focus on ethical integrity and personal growth helped her evolve into an exemplary ethical leader.

Elena’s leadership journey offers a vivid example of how true leadership success is measured not only by what is achieved but by how it's achieved. By integrating her developing skills with strong ethical values, Elena became the embodiment of an ethical leader—balancing competence with integrity, and inspiring both trust and performance within her team. Her story highlights the critical importance of growth and intentionality in leadership, as she evolved from a Value-Driven Learner to a fully formed ethical leader, avoiding the pitfalls of both A$$ CLOWNs and Dick-Taters along the way.

This brings us to the Leadership Matrix, a tool that helps us understand these various leadership styles and the potential paths toward ethical leadership. Elena’s story exemplifies the journey from a Value-Driven Learner to an ETHICAL Leader, a process that requires both personal growth and a commitment to ethical standards.

Leadership Matrix

As unpacked in the previous three articles, the matrix is made up of the following:

• A$$ CLOWNS lack both skills and values, creating toxic and unproductive environments.
• Value-Driven Learners, like Elena once was, have strong values but need to develop their leadership skills further.
• Dick-Taters possess skills but often at the cost of ethical behavior, leading to potentially destructive outcomes.
• Ethical leaders who are at the pinnacle of leadership.

The Leadership Matrix not only helps us identify the different types of leaders but also highlights the paths they can take toward becoming more balanced and ethical. For those aspiring to lead effectively, or current leaders aiming to improve, the matrix offers valuable insights into developing a leadership style that achieves results respectfully and uplifts everyone involved.

The ETHICAL LEADER

In my last article, I explored the Values-driven Leader. In this fourth and final article of this Leadership Matrix series, it's time to shift our focus to the ethical leader, which I'll define as the ETHICAL Leader (more on that shortly)—someone who not only embodies strong values but also ensures that their actions, decisions, and impact align with principles of integrity, fairness, and responsibility. While values are fundamental to guiding behavior and setting a clear vision, ethics determine how we bring that vision to life.

The values-driven leader operates from a strong internal compass, driven by purpose and long-term aspirations. But intentions alone don’t connect all the dots. It's not just about having the right reasons; it’s about doing things in the right way. Ethics ensure that we aren’t simply chasing results at any cost but are achieving them in a manner that aligns with those guiding principles.

In short, a values-driven leader isn’t necessarily unethical—far from it. However, the ETHICAL Leader takes it a step further by ensuring that both their intentions and their actions are aligned. This combination of values and ethics is what leads to truly sustainable success. Ethics becomes the mission that guides how we realize the vision provided by our values, ensuring that trust, integrity, and meaningful results are the foundation of our leadership journey.

Ethics

Before we can fully define what it means to be an ETHICAL Leader, we need to first establish what ethics are, particularly through a behavioral lens. Ethics, at their core, are about behavior—specifically, patterns of behavior that align with moral principles such as fairness, integrity, and responsibility. From a behavior analytic perspective, ethics are the observable actions individuals take that are shaped and reinforced by both our values and external contingencies.

To put it simply, values are like a vision—they represent the "why" behind our actions, guiding us toward what is important and meaningful. Ethics, on the other hand, are like a mission—they define how we translate that vision into action, ensuring that our behavior aligns with our values and produces the desired outcomes. By understanding ethics as behavior, we can more clearly see that ethical leadership is about more than just having values—it's about consistently behaving in ways that reflect those values, leading to trusted, principled decision-making and meaningful outcomes.

Now, let’s explore how the ETHICAL Leader connects all the dots, achieving valued outcomes while upholding the highest standards in how those outcomes are reached. ETHICAL is an acronym that serves as a guiding framework for leadership. Each letter represents a key principle that helps leaders ensure they are not only moving in the right direction but doing so in a way that produces meaningful and valued results.

Here’s what ETHICAL stands for:

• Empathy: Leading with understanding and considering the impact on others.
• Trustworthiness: Building and maintaining trust through honesty and consistency.
• Humility: Recognizing your limitations and being open to feedback and growth.
• Integrity: Upholding strong moral principles even when it's difficult.
• Consistency: Ensuring reliability in both decisions and actions.
• Accountability: Owning the outcomes of your decisions, both good and bad.
• Leadership: Guiding others with purpose and moral clarity.

This acronym will serve as our roadmap for exploring what it takes to be an ethical leader. Let’s break down each component and see how it applies to leadership in real-world scenarios.

Empathy: Leading with Understanding

Empathy is critical to ethical leadership. It’s about understanding the perspectives, feelings, and experiences of others, guiding your decisions and actions to not just achieve results but to support those around you. Let’s see how empathy shows up—or is often missing—in different leadership styles:

• A$$ Clown (Low Skills, Low Values): In this leadership style, empathy is typically absent. These leaders often focus on themselves, disregarding the well-being of others, leading with criticism and self-interest. An empathetic shift would involve recognizing how their actions hurt morale and making an effort to genuinely understand their team’s frustrations and challenges. This leader might start by listening to complaints without defensiveness and offering support where it’s needed most.
• Dick-tater (High Skills, Low Values): This leader is skilled and results-oriented, but often lacks genuine empathy, focusing on getting things done regardless of how people are affected. While they may feign empathy to get what they want—asking, "How are these demands impacting the team's stress levels?"—this is often a tactic to maintain productivity rather than a true concern for their team. An empathetic Dick-tater would authentically consider the human cost of their relentless push for outcomes and make meaningful adjustments to prevent burnout, balancing results with the well-being of their team.
• Value-Driven Learner (Low Skills, High Values): This leader deeply cares about doing the right thing but may lack the necessary skills to lead effectively. Empathy for them means understanding that their inexperience can frustrate their team. By acknowledging this, they can work to support their team emotionally while they develop their leadership skills. They might say, "I know I'm still learning, and I appreciate your patience—how can I better support you while I grow in this role?"
• ETHICAL Leader (High Skills, High Values): The ethical leader excels at integrating empathy into their leadership. They naturally balance achieving results with the emotional (behavioral) needs of their team. For example, during times of organizational change, an empathetic ethical leader holds space for feedback, ensures everyone feels valued, and adapts plans to minimize negative impacts on individuals while still pursuing the collective goal.

In all cases, empathy is the key that humanizes leadership. It’s what allows leaders to align their actions not just with values, but with the real, lived experiences of the people they lead. This makes empathy essential for every leader who seeks to inspire trust, build strong teams, and foster sustainable success.

Trustworthiness: Building and Maintaining Trust

Trustworthiness is a fundamental pillar of ethical leadership. It's about being reliable, honest, and consistent in your actions and decisions. Trust is earned through transparency, integrity, and following through on commitments, which creates a foundation where people feel secure and valued.

Here’s how trustworthiness (or the lack of it) plays out across different leadership styles:

• A$$ Clown(LowSkills, LowValues): Trustworthiness is almost nonexistent in this leadership style. These leaders often break promises, shift blame, or manipulate situations for personal gain, leaving their team feeling unsupported and distrustful. To build trust, an A$$ Clown needs to start by owning their mistakes, setting clear expectations, and consistently following through on commitments. Small, steady steps like delivering on promises—even in minor tasks—can begin to restore broken trust.
• Dick-tater (High Skills, Low Values): While this leader may initially gain your trust with their competence and ability to produce results, it's often a manipulation tactic. They build rapport to get people on board, but when it suits them, they’ll throw you under the bus or shift blame to protect their own interests. For example, they might praise your work in private, only to take credit for it in public, damaging trust once their true motives are revealed. To truly be trustworthy, this leader would need to prioritize transparency and consistency in their actions.
• Value-Driven Learner (Low Skills, High Values): This leader is well-intentioned but may struggle with execution. Even though they want to do right by their team, their lack of skill can lead to inconsistency and mistakes, eroding trust. To build trust, they need to openly communicate their learning process and set realistic expectations. By acknowledging their limitations and seeking feedback, they can show their team they are committed to growth and reliability, even if they aren't perfect yet.
• ETHICAL Leader (High Skills, High Values): Trustworthiness is central to the ethical leader’s style. They are consistent, transparent, and dependable in both big and small decisions. For example, they keep their promises, provide honest communication, and always act in the team’s best interest. Their words and actions are aligned, making them a pillar of reliability. As a result, their team feels safe, knowing they can count on this leader to guide them through both challenges and successes.

In leadership, trustworthiness is what gives your words weight. Without it, no matter how skilled or well-intentioned you are, your team will struggle to follow your lead. Trustworthiness isn’t about never making mistakes—it’s about owning them, learning from them, and consistently showing up in ways that demonstrate your commitment to the people you lead.

Humility: Recognizing Limitations and Being Open to Growth

Humility is an essential quality for ethical leadership. It involves acknowledging that you don’t have all the answers, being open to feedback, and understanding that leadership is about serving others, not just advancing your own interests. Humble leaders listen, learn, and are willing to admit mistakes while focusing on continuous improvement.

Let’s see how humility plays out across different leadership styles:

• A$$ Clown (Low Skills, Low Values): Humility is often completely absent in this leadership style. These leaders tend to blame others, refuse to take accountability, and act like they know it all. For them, embracing humility means recognizing their role in failures and shortcomings. A first step might be publicly admitting mistakes to the team and asking for input on how to improve—showing they’re willing to learn instead of deflecting blame.
• Dick-tater (High Skills, Low Values): While this leader may have a high degree of skill, they often let ego get in the way of genuine connection with their team. Their decisions may come across as authoritarian because they assume they know best. To adopt humility, this leader would need to recognize that even the most skilled can learn from others. Asking for input, admitting when they don’t have all the answers, and valuing the expertise of their team are signs of humility that can soften a "my way or the highway" approach.
• Value-Driven Learner (Low Skills, High Values): Humility comes naturally to this leader, as they already acknowledge their lack of expertise and are eager to improve. However, sometimes their humility might lead to self-doubt or an overreliance on others. For them, a healthy balance of humility is knowing when to trust their own instincts and take decisive action while continuing to learn. For example, they might say, "I’m still growing in this role, but I trust the direction we’re heading based on your input and the goals we’ve set."
• ETHICAL Leader (High Skills, High Values): Humility is a core strength of the ethical leader. They acknowledge their successes but never allow pride to overshadow their willingness to learn from others. They encourage open dialogue, foster a culture of learning, and lead by example when it comes to self-reflection. An ethical leader might say, "I’ve made some calls, but I’m open to revisiting them if you have feedback on how we can do better," showing humility while remaining effective.

Humility allows leaders to build stronger relationships with their teams because it shows vulnerability and openness to change. Leaders who demonstrate humility aren’t afraid to admit that they don’t have all the answers, and they recognize that their strength lies in the collective wisdom of their team. It’s a critical component of ethical leadership, as it invites collaboration, growth, and trust.

Integrity: Upholding Strong Moral Principles

Integrity is the backbone of ethical leadership. It’s about doing the right thing, even when no one is watching, and sticking to your principles in the face of challenges. Leaders with integrity act consistently with their values, maintaining honesty, transparency, and fairness in all situations.

Here’s how integrity (or lack thereof) appears across different leadership styles:

• A$$ Clown (Low Skills, Low Values): Integrity is almost entirely lacking in this style of leadership. These leaders often act dishonestly, cut corners, or prioritize personal gain over the well-being of the team. For them, developing integrity starts with a commitment to honesty and transparency. They need to start following through on promises, owning up to mistakes, and making decisions that are fair, not just convenient. Building integrity might begin with something as simple as ensuring credit is given where it’s due and avoiding backroom deals that undermine trust.
• Dick-tater (High Skills, Low Values): This leader may deliver results, but their integrity often takes a backseat to expediency. They may bend the rules, manipulate information, or justify unethical actions because they “get the job done.” To cultivate integrity, this leader needs to align their actions with consistent, moral principles. Instead of just focusing on outcomes, they should hold themselves to high ethical standards, making decisions based on fairness and transparency, even if it means not taking the quickest route to success.
• Value-Driven Learner (Low Skills, High Values): Integrity is a core strength for this leader, though they may struggle with execution due to a lack of skills. Their commitment to doing the right thing is evident, but they might falter when it comes to implementing solutions effectively. For them, integrity means continuing to uphold moral principles while seeking the skills necessary to lead more competently. They might say, "I may not have all the answers yet, but I promise to act with fairness and openness in every step we take."
• ETHICAL Leader (High Skills, High Values): Integrity is second nature to the ethical leader. They lead with transparency, follow through on commitments, and ensure fairness in both decisions and actions. They don’t just talk about doing the right thing—they model it in every aspect of their leadership. For example, they’ll admit when they’ve made a wrong call and will work to correct it, even if it’s uncomfortable. Their high level of integrity earns them the trust and respect of their team, which further enhances their effectiveness as a leader.

Integrity is the foundation on which ETHICAL leadership is built. Without it, even the most well-meaning leaders can lose the trust of their teams and undermine their credibility. Leaders who consistently act with integrity inspire loyalty, respect, and a culture of fairness, making integrity indispensable for creating lasting, positive influence.

Consistency: Ensuring Reliability in Decisions and Actions

Consistency is crucial for ETHICAL leadership because it builds trust and creates a stable environment where people know what to expect. Leaders who are consistent in their actions, decisions, and expectations foster reliability and accountability, which are essential for maintaining credibility over time.

Let’s see how consistency plays out across different leadership styles:

• A$$ Clown (Low Skills, Low Values): Consistency is often lacking in this style. These leaders may make erratic decisions, change their expectations on a whim, or favor certain individuals based on personal biases rather than fair standards. To develop consistency, this leader needs to establish clear, stable expectations and stick to them. They should ensure that their actions are predictable and based on objective criteria, avoiding favoritism or knee-jerk reactions. For example, instead of reacting to problems with inconsistent punishment or praise, they would follow a clear process for handling issues.
• Dick-tater (High Skills, Low Values): While this leader may be consistent in delivering results, their lack of values can result in inconsistent treatment of their team. They may apply pressure unfairly or make exceptions for personal gain. To practice consistency ethically, this leader needs to apply the same standards to everyone, maintaining fairness in their expectations and decisions. For instance, instead of holding certain team members to higher standards while letting others off the hook, they would enforce expectations evenly across the board.
• Value-Driven Learner (Low Skills, High Values): Consistency may be a challenge for this leader because they are still developing the necessary skills to lead effectively. Their values guide them, but without the skills to consistently apply them, they might waver in their decision-making. To build consistency, this leader should focus on learning processes and systems that allow them to implement their values consistently. For example, they could create a structured approach to decision-making that reflects their values, even if they are still refining their leadership abilities.
• ETHICAL Leader (High Skills, High Values): Consistency is a hallmark of the ethical leader. They apply the same standards and principles across all situations, creating a predictable and fair environment. This leader sets clear expectations and follows through, ensuring that their team always knows what to expect. For example, an ethical leader doesn’t shift their priorities based on personal convenience; they maintain steady, transparent processes that align with their values. Whether in times of success or challenge, they remain reliable, which fosters trust and loyalty.

Consistency is vital for maintaining trust and stability within a team or organization. Leaders who are unpredictable or apply standards inconsistently risk losing credibility and respect. Ethical leaders understand that consistency is about being reliable, transparent, and fair, allowing their team to trust that their actions will align with their words. By being consistent, leaders reinforce the standards they set and create a culture of accountability and trustworthiness.

Accountability: Owning Decisions and Outcomes

Accountability is a defining trait of ethical leadership. It’s about taking responsibility for both successes and failures, and ensuring that actions align with both personal and organizational standards. Leaders who are accountable don’t shift blame or dodge responsibility—they own their decisions and their consequences, creating a culture of trust and reliability.

Here’s how accountability (or the lack of it) shows up in different leadership styles:

• A$$ Clown (Low Skills, Low Values): Accountability is almost non-existent here. These leaders often blame others for failures, avoid taking responsibility for their mistakes, and deflect criticism. For them to embrace accountability, they would need to start by owning their role in both successes and challenges. For example, rather than pointing fingers when something goes wrong, they should say, “I didn’t set clear expectations—this one’s on me, and here’s how I plan to fix it.” Taking ownership, even in small instances, can begin to shift how they are perceived by the team.
• Dick-tater (High Skills, Low Values): This leader may take responsibility for results but not necessarily for the means used to achieve them. They might sidestep accountability when decisions cause harm or foster a toxic environment, justifying their behavior by pointing to the outcomes. To demonstrate accountability, this leader would need to own the impact of their actions beyond just the numbers. For instance, they could acknowledge that a high-pressure tactic achieved results but negatively affected team morale and commit to a more balanced approach in the future.
• Value-Driven Learner (Low Skills, High Values): This leader genuinely wants to be accountable but may struggle with execution due to their inexperience or lack of skills. To strengthen their accountability, they need to openly communicate their learning process, acknowledging where they fall short and what they are doing to improve. They might say, “I didn’t handle this as well as I could have, but here’s what I’ve learned, and here’s how I plan to improve moving forward.” By doing so, they demonstrate a commitment to both their personal growth and their responsibility to the team.
• ETHICAL Leader (High Skills, High Values): Accountability is a core principle for the ethical leader. They consistently take responsibility for their actions and decisions, whether things go well or poorly. They model this behavior by being transparent about mistakes, learning from them, and holding themselves and others to high standards. For example, an ethical leader might say, “We didn’t hit our target this quarter, and that’s on me for not providing the team with the right resources. Here’s how we’ll adjust moving forward.” This approach fosters a culture where everyone feels responsible for their contributions, knowing the leader sets the example.

Accountability is the glue that holds ethical leadership together. Leaders who are accountable build a culture of trust, where everyone feels empowered to take ownership of their actions without fear of blame or retribution. Ethical leaders understand that accountability isn’t just about admitting fault—it’s about being responsible for the entire process, from decision-making to outcomes, and continuously striving to improve both.

Leadership: Guiding Others with Purpose and Moral Clarity

Leadership, in the context of ethics, means more than just managing tasks or directing people—it’s about guiding others with purpose, moral clarity, and a focus on collective success. ETHICAL Leaders inspire, influence, and empower those around them by modeling the right behaviors, making principled decisions, and fostering a culture of integrity and respect.

Here’s how leadership manifests (or fails to) across the different styles:

• A$$ Clown (Low Skills, Low Values): Leadership is often more about self-interest than guiding others in this style. These leaders might try to command respect through fear or manipulation, rather than through genuine influence or inspiration. For them, real leadership means stepping out of their ego and serving their team’s best interests. A step toward ethical leadership for them would be focusing on how they can support their team’s growth, asking questions like, “How can I help you succeed?” instead of trying to maintain control or protect their own image.
• Dick-tater (High Skills, Low Values): This leader may get results, but often through coercion or authoritarian means. They drive people with force rather than inspiring them with purpose. Ethical leadership for the Dick-tater involves moving away from controlling behaviors and focusing on empowering their team. For instance, instead of micromanaging, they could delegate more responsibilities and trust their team to deliver, guiding with support rather than dominance.
• Value-Driven Learner (Low Skills, High Values): This leader has the moral clarity needed for ethical leadership but might struggle with effectiveness due to a lack of skills. They may feel uncertain about how to influence and guide others, but they can still lead by example. To grow in leadership, they should focus on honing their skills while continuing to lead with purpose and integrity. For instance, they can demonstrate ethical leadership by admitting when they don’t have all the answers and involving the team in collaborative decision-making processes.
• Ethical Leader (High Skills, High Values): This leader embodies the essence of ethical leadership, guiding their team with a clear sense of purpose, fairness, and empowerment. They don’t just give orders; they inspire their team to achieve shared goals and act with integrity. They foster a collaborative environment, set clear expectations, and provide the tools and support needed for success. For example, an ethical leader encourages professional development, mentors their team, and ensures that everyone understands how their individual efforts contribute to the greater mission.

The 4 Hats of Leadership

Ethical leaders don’t just focus on a single approach—they effectively wear the "4 Hats of Leadership" (Gavoni, 2024): leading, training, coaching, and managing. Each of these roles plays an essential part in guiding their teams with purpose, moral clarity, and integrity. Let’s briefly explore how these hats fit under the umbrella of ethical leadership:

1. Leading: ETHICAL Leaders provide direction and vision, ensuring that their team understands the "why" behind their actions. They inspire others by modeling the values they want to see in the organization, creating alignment between personal and collective goals. This hat is about motivating the team to act with purpose, fostering trust, and ensuring everyone is moving toward a shared vision.
2. Training: ETHICAL Leaders recognize that knowledge and skills are essential for success. When they wear the training hat, they focus on building their team’s capabilities, ensuring that people have the tools they need to perform well. Training isn’t just about teaching new skills—it’s about empowering individuals to grow, learn, and become more effective in their roles while aligning with ethical standards.
3. Coaching: With the coaching hat, ethical leaders help individuals apply their skills in the real world, providing guidance, feedback, and support to ensure long-term success. Ethical coaching is about helping people generalize what they’ve learned, offering constructive feedback, and fostering an environment where continuous improvement is the norm. This role emphasizes personal and professional development, focusing on the individual while keeping ethical principles at the core.
4. Managing: ETHICAL Leaders also wear the managing hat by ensuring that the systems and processes within their organization minimize behavioral drift and support ethical behavior and long-term success. They create and maintain clear expectations, reinforce positive behaviors, and ensure accountability across the team. Managing ethically involves setting up structures that promote fairness, transparency, and sustainability, ensuring that everything runs smoothly without compromising integrity.

By effectively wearing these four hats—leading, training, coaching, and managing—an ethical leader connects the dots between vision, action, and sustainable results. They don’t just inspire; they also build the skills, offer the feedback, and maintain the systems that allow their teams to thrive while upholding ethical standards. These roles together create a holistic approach to leadership that fosters trust, growth, and long-term success.

ETHICAL Leader – The Pinnacle of Leadership

The ETHICAL Leader represents the pinnacle of leadership, seamlessly integrating purpose, principles, and performance. Unlike other styles, the ethical leader doesn't just aim for the right outcomes—they ensure those outcomes are achieved in ways that uphold the highest moral standards. This leader consistently connects values with action, aligning both the what and the how to drive sustainable, meaningful success.

While the Value-Driven Learner has strong values, they may lack the skills to fully implement them. Importantly, they are not unethical—just still growing. However, the ETHICAL leader elevates this by mastering the skills needed to align both values and execution effectively, ensuring their actions consistently produce results without sacrificing their principles.

Dick-taters may achieve results, but often at the cost of fairness and integrity. In contrast, the ETHICAL leader produces outcomes without compromising ethical standards, creating a healthier, more sustainable environment. Meanwhile, A$$ Clowns, who lack both values and skills, fall far short of any meaningful leadership model, focusing only on self-interest and erratic behavior.

The ETHICAL Leader excels because they wear the "4 Hats of Leadership"—leading, training, coaching, and managing—with precision, always ensuring that what they do and how they do it is rooted in integrity, fairness, and empathy. This comprehensive approach not only builds trust and respect but delivers valued results in a way that ensures long-term success. The ETHICAL Leader is the highest standard of leadership because they connect vision, values, and execution in a way that no other style does, making them the true gold standard for any organization or team.

However, it’s important to recognize that leadership is a journey, and the Leadership Matrix serves as a tool to bring awareness—the first critical step toward improvement. If you find yourself identifying more with the A$$ CLOWN or Dick-tater, it doesn’t mean you’re stuck there. The matrix is a continuum, and anybody can evolve toward becoming an ethical leader. Awareness of where you stand today is the foundation for positive change. With focused effort on values, behavior, and integrity, anyone can move toward ethical leadership and build a lasting, meaningful impact on their team and organization.

About the Author

Specializing in human performance, coaching, and organizational leadership, Dr. Paul "Paulie" Gavoni is a behavior scientist and educator who has worked across education and human services for almost three decades. In this capacity, he has served the needs of children and adults through various positions, including COO, Vice President, Director of School Improvement, Leadership Director, Professor, Assistant Principal, School Turnaround Manager, Clinical Coordinator, Therapist, District Behavior Analyst, and Director of Progam Development and Public Relations at PCMA. Dr. Gavoni is passionate about applying Organizational Behavior Management (OBM), or the science of human behavior, to make a positive difference in establishing safe, productive, and engaging environments that bring out the best in faculty and staff so they can bring out the best in the learners they serve. He is an active board member of the Opioid Awareness Foundation and World Behavior Analysis Day Alliance.

Known for his authenticity and practical approaches, Dr. Gavoni is the host of the Top 1.5% globally ranked Crisis in Education Podcast and a sought-out speaker at various Educational and Behavior Analytic Conferences Internationally. He a the Wall Street Journal and USA Today best-selling co-author of The Scientific Laws of Life & Leadership: Behavioral Karma; Quick Wins! Accelerating School Transformation through Science, Engagement, and Leadership; Deliberate Coaching: A Toolbox for Accelerating Teacher Performance; and MMA Science: A Training, Coaching, and Belt Ranking Guide. Dr. Gavoni is proud to introduce OBM and Applied Behavior Analysis to worldwide audiences through his numerous publications and his work with PCMA to create productive, safe, and positive cultures.

Beyond his work in education and human services, Dr. Gavoni is also a former Golden Gloves Heavyweight Champion and a highly respected striking coach in combat sports. Coach “Paulie Gloves,” as he is known in the Mixed Martial Arts (MMA) community, has trained world champions and UFC vets using technologies rooted in the behavioral sciences. Coach Paulie has been featured in the books Beast: Blood, Struggle, and Dreams a the Heart of Mixed Martial Arts, A Fighter’s Way, and the featured article Ring to Cage: How four former boxers help mold MMA’s finest. He is also an author who has written extensively for various online magazines such as Scifighting, Last Word on Sports, and Bloody Elbow, where his Fight Science series continues to bring behavioral science to MMA. Finally, Paulie was also a featured fighter in FX’s highest-rated show at the time, The Toughman, and as an MMA coach in the Lifetime reality series Leave it to Geege.

Disclaimer: All ideas presented are original to the author. ChatGPT has been used solely to enhance the reading experience.