The Role of Moral Leadership in Transformation towards
Sustainability
Sylvia Karlsson-VinkhuyzenLeiden University – iefworld.org
Onno Vinkhuyzeniefworld.org – ebbf.org
Making the invisible visible, Brighton, 16 Dec 2010
Today
Current situation in the realms of Knowledge, Values, and Institutions
Overview of most common leadership styles
Overview of Moral Leadership
Two examples
Axioms
• Humanity as a whole is the moral community we should analyze, only a systemic view is sustainable
• Human beings have an innate ability to rise above the self-interest model of behaviour that underpins much of current economic and political analysis and express altruism
The prevailing knowledge paradigm
certain (scientific) forms of knowledge are highly
privileged over other forms of knowledge.
the geographical or institutional source of
knowledge greatly influences how it is valued and
thus how much impact it has
information for short-term horizons is priviledged
The knowledge system needs to be characterised by
an attitude supporting wider participation in the generation
of scientific knowledge
a more welcoming attitude towards experience based
knowledge, such as local and indigenous knowledge, as
input to decision-making at various levels of governance;
and
more focus on systemic knowledge which incorporates
various disciplines and strives to consider impacts for
longer time-horizons.
Our value system
Is now one where value spheres are often far
too limited in geographical scope and time
to support global sustainability
What we need
• world-embracing value spheres and
• leaders who manifest those values, and who are
able to formulate inspiring visions of what a
society which manifests such values would look
like
The institutions
Now have a bias towards favouring short-term
horizons and national self-interest
We need a paradigm shift in many institutions from
the local to the global level
Prevalent mental models of leadership
Characteristic conduct
Prototype Effect on group members
Effect on group functioning
Authoritative
Paternalistic
Know-it-all
Manipulative
Styles of leadership
Gives ordersExp. ObedienceNo dialogue
Resentment, low motivation, obstruction
Army, some organisations
Little unity, no unity between leader and group
No unity, no development of capabilities
Feel betrayed, become cynical,mistrust
PoliticsHide true motives and personal interests
No integration leader and group, no dev. potential
Feel inferior, don't participate, leader is frustrated
Academics,Consultants,“Experts”
Lets know or feel that he is more knowledgeable
No cohesion,Dependent,helpless
Dependent,No development capabilities
Rel. orgs,Char. orgs
Love, Care, no faith in cap. gr. members
They all
• dominate decision-making
• serve an egoistic need for power
• completely neglect to develop the potentialities of the members of the group
“One cannot solve a problem at the same level of thinking that
created the problem.”-attributed to Albert Einstein-
ML - the short version
Questioning mental models
Constructing conceptual frameworks
Training of capabilities
Utilization of participatory techniques
Definition of Mental Models
“Mental Models are deeply rooted images that determine how we perceive our environment” -Peter Senge-
Conceptual Framework
Conscious
Evolving, because of our ability to question and contemplate
Consistent
New knowledge develops into real knowledge
Thinking versus acting
18 Capabilities
Concepts
Skills
Attitudes
Qualities
7 Capabilities that contribute to personal transformation
5 Capabilities that contribute to better interpersonal relations
6 Capabilities that contribute to social transformation
ML – the longer version
Service based
Goal is Personal and Social Transformation
Moral obligation to search for and apply ‘Truth’
Perceive and treat humans as Essentially Noble
Transcendence
Training of Capabilities
Traditional Leadership seeks to
dominate and control others,
so that they will serve the one(s) in charge.
Moral Leadership seeks to dominate and control
self (ego) so that one is free to serve others.
Transformation
Personal
Learn from systematic reflection on action
Training of capabilities
Social
Creative groups, seeds for transformation of society
Support for individuals who try to push forward
Contingent truth
• Ascertaining the facts
• Current reality
• Relative, but ever deepening understanding
• Points to the way things should be
• Normative
• Based on principles and vision
• Progressive
Ideal truth
Transcendence
the capacity to detach oneself from “current
reality” and to connect with those values and
principles which one believes to be of eternal
worth and which form part of one’s vision
Capabilities which contribute to personal transformation
Evaluate one's own strengths and weaknesses without involving the ego
Learn from systematic reflection on action within a consistent, evolving conceptual framework
Capabilities which contribute to personal transformation
Take initiative in a creative and disciplined way and
Persevere
Think systemically in the search for solutions
Capabilities which contribute to better interpersonal relations
• take part in a non-adversarial, truth-seeking process of decision-making
• create and promote unity in diversity
Capabilities which contribute to social transformation
• create a vision of a desired future based on shared values and principles and to articulate it clearly and simply so that it inspires in others a sense of commitment towards its fulfilment
Practice
• Ecuador - 1000 educators from all over the country
• Kosovo – youth workers from different ethnic groups
Moral leadership results in
• Groups that are united
• Groups that are able to reach their goals
• Groups that empower their members to develop their capabilities
Conclusions
• No quick fixes
• Have to look at root causes
• Humans are very well able to adopt to more
expanded value spheres which may lead to
change in paradigms