This teaching case explores leadership as a multifaceted phenomenon, employing the framework of relational listening, aesthetic judgment, and kinaesthetic empathy (Koivunen and Wennes, 2012) while introducing moral engagement as a critical and transformative dimension. By placing moral engagement at the centre of leadership analysis, the case provides fresh insights into how leaders navigate relational dynamics, embodied practices, and their accountability in high-pressure contexts. The case draws on a widely-reported incident in which Sir John Eliot Gardiner, a renowned conductor, reportedly punched a singer following a minor mistake. The case explores how leadership, while achieving exceptional outcomes, may inadvertently foster cultures where harmful behaviours are normalized in the absence of moral engagement. The case prompts critical reflection on the responsibilities of organizations to balance creative demands and a respectful work environment, highlighting the tensions between accountability and the enduring influence of a leader’s legacy.
