Download Christopher_Bezzina - Moral leadership

Malta Association of
Work & Organizational Psychology
Debate over coffee series
(or something stronger!)
Is there a role for moral leadership in
today’s world?
Christopher Bezzina
STC Training
Block A
Alamein Road, Pembroke
Thursday 20th September 2012
Opening Premise
Nelson Mandela and ethical leadership
Long Walk to Freedom
The outstanding lesson of his story concerns the need to
orientate leadership towards enabling “people to live their
lives with dignity and self-respect”.
This ethical and political focus informs Mandela’s personal
and public values, and makes his leadership effective and
motivating. His leadership is respectful: in many ways he is a
leader who follows, leading from behind and encouraging
consensual strategies.
Nelson Mandela and ethical leadership
Long Walk to Freedom
Mandela stresses his role as one among many.
He rejects any desire for personal gain.
His leadership reconciled oppressor and oppressed.
His leadership was inclusive.
His focus was on serving a ‘just cause’.
Can such a humanist vision be cultivated in students and
corporate leaders? How can we generate leadership in schools,
companies and beyond that sees people as more than just
‘workers’ or ‘consumers’?
Passion
New directions
enthusiasm
authenticity
Common purpose
respect
Networking
integrity
Active conversations
“Organisations are not solely concerned with
outcomes, processes and resources. They are
also concerned with the human spirit and
their values and relationships. Authentic
leaders breathe the life force into the
workplace and keep the people feeling
energized and focused … They build people
and their self esteem. They derive their
credibility from personal integrity and their
values.”
Bhindi & Duignan, 1996: 29
The context we are working in
“Society is relations – society exists whenever and
wherever individuals enter into reciprocal action.
These reciprocal acts are derived from determined
impulses or intentions, goals.”
Georg Simmel
Yet …
In my opinion social life, relationships are often imposed not desired,
organised not sought. And, the time and effort we put into relationship
building to take our institutions forward is also being minimised.
If this is so, what does it tell us about some of the language and policies we
are being exposed to today? What are the practices you are nurturing?
The ‘ingredients’ that matter
how do we look at work?
With passion and enthusiasm
We can do this by being with people and for them. We need to
take the time to invest in those we work with.
How do we do this?
Think of your own work … your own contribution …
How do others relate to you?
Whom do you inspire?
Who inspires you?
…
The ‘ingredients’ that matter
how do we look at work?
By being genuine … authentic … 1
It is far from easy to be genuine and faithful to one’s values in a
world that tries to squeeze us all into its mould. We are often
challenged to lead superficial lives, to act impassionately and to
remain emotionally detached from people. We are expected to
obey, not to express opinions that defy authority.
Do you agree?
What are your personal experiences?
The ‘ingredients’ that matter
how do we look at work?
By being genuine … authentic … 2
A life of integrity stands out in a context which thrives on
hypocrisy. An ethical leader demonstrates integrity and
character by his/her words and actions.
Give examples as how you do your best to walk the talk.
The ‘ingredients’ that matter
how do we look at work?
By treating everyone with respect
We can impact other people’s feelings through the way we
express respect to them and the way we treat them.
How do you respond to people’s needs and requests?
Do you reflect on your work practices?
The ‘ingredients’ that matter
how do we look at work?
By being humble and willing to serve
Today many models of leadership consider it strange for the
person at the top to show humility. Bending the knee to help
others, to admit weakness, to admit making a mistake, to even
just express yourself is considered making yourself vulnerable to
those who might take advantage of you.
What are we doing to build character and instil virtues?
Can we give examples that show what we are doing to form
character, shape attitudes, produce thoughtful, virtuous people?
Do our institutions feel a responsibility to improve society?
What is the moral compass that guides their actions?
“When moral authority drives leadership
practice, the principal is at the same time a
leader of leaders, follower of ideas, minister of
values, and servant to the followership”
Thomas Sergiovanni
One’s success is determined by the quality of the followership
that emerges.
Is this what attracts us to people?
Do we have examples of such leadership?
The ‘ingredients’ that matter
how do we look at work?
By showing gratitude
Showing gratitude does not cost anything but replenishes our
life and our collective desire for doing things.
How far does gratitude permeate the climate within the
organization we form part of?
How is this manifested?
The ‘ingredients’ that matter
how do we look at work?
By creating teamwork and capacity building
Whilst the ‘I’ is important, it is the ‘we’ that matters.
The ability to lead is dependent on others and the relationships
or networks leaders cultivate.
Is it a question of different approaches, a focus on certain
beliefs, backing purpose with principles?
What, in your opinion, are the factors that matter?
What ‘growth options’ exist/ can we create for others to develop
their skills, aptitudes, etc.?
The ‘ingredients’ that matter
how do we look at work?
By focusing on learning
Learning is more an attitude, a disposition towards self and
others. It is not merely the process of attending a course, a
seminar, but the reason behind the engagement that is critical
for learning, unlearning and relearning to take place.
Do we step out of our comfort zones? Do we surround ourselves
with people that challenge us with their own ideas? Do we seek
out what people have to say rather than listen to what we want
to hear?
Why do people go for training; attend a course?
Are the reasons intrinsic? Can they always be?
How do such programmes influence our growth?
Concluding remarks
I have focused on:
character
formation
connections – within self and with others
“Good character is not given to us. We have to
build it piece by piece – by thought, choice,
courage and determination.”
John Maxwell