Introduction
There are probably as many definitions of leadership as there are leaders. The fact that it is difficult to define makes it even more difficult to practice. Leadership is as much about behaviour as it is about skills, knowledge and ability. Increasingly leaders who are judged to be “excellent” are so judged because of how they behave, not because of their skills.
Successful leaders are those who have a followership. They are followed primarily because people trust and respect them, rather than because of the role they occupy or the skills they possess.
Leadership is not management, although management acumen is a component of sound leadership.
Management is all about efficiency (doing “things right”); relying on the ability to achieve an outcome while utilising the fewest number of human, material and financial resources. Leadership is all about effectiveness (doing the “right thing”) and is all about destination. Once the path is identified, the leader will be followed providing that he or she possesses qualities such as integrity, honesty, humility, courage, commitment, sincerity, passion, confidence, optimism, wisdom, determination, compassion and sensitivity.
These are characteristics which are also those of the ethical leader. Today ethical leadership is more important than ever. The world is more transparent and connected than it has ever been. The actions and philosophies of organisations are scrutinised by the media and the general public as never before. The contemporary leader needs to understand and aspire to leading people and achieving greatness, with ethical practice being hisor her walking partner all of the way.
P4 - Purpose, People, Planet and Probity
Purpose, People, Planet and Probity are the four cornerstones of sustainable success in any modern business venture, and a maxim for today's management and organisational philosophy. 'Probity' means honesty, uprightness - it's from the Latin word probus, meaning good. 'Purpose' is an apt replacement for 'Profit' and thus makes the acronym appropriate for use in not-for-profit organisations.
This model is not a process or technique - it's the character or personality of a good ethical leader, manager or organisation.
The aim of all good modern organisations is to reconcile the organisational purpose (whether this be profit for shareholders, or cost-effective services delivery, in the case of public services) with the needs and feelings of people (staff, customers, suppliers, local communities, stakeholders, etc) with proper consideration for the planet - the world we live in (in terms of sustainability, environment, wildlife, natural resources, our heritage, 'fair trade', other cultures and societies, etc) and at all times acting with probity - encompassing love, integrity, compassion, honesty, and truth. Probity enables the other potentially conflicting aims to be harmonised so that the mix is sustainable, ethical and successful.
Traditional inward-looking management and leadership skills (which historically considered only the purpose - typically profit - and the methods for achieving it) are no longer sufficient for sustainable organisational success. Organisations have a far wider agenda today. Moreover, performance, behaviour and standards are transparent globally - the whole world can see and judge how leaders and organisations behave - and the modern leader must now lead with this global accountability.
Test for ethical decision-making
The UK Institute of Business Ethics suggests a simple 'test' for ethical decision-making in business:
- Transparency - Do I mind others knowing what I have decided?
- Effect - Who does my decision affect or hurt?
- Fairness - Would my decision be considered fair by those affected?
If you can't decide how to answer these questions, seek input from someone who has strong ethical principles, and who owes you nothing. Especially do not ask anyone to advise you about difficult decisions if they owe you some sort of allegiance.
Leaders can sometimes be blinded by their own feelings of self-importance, and more dangerously can believe that the leader's job requires them to shoulder the burden of decisions which cause anguish and suffering, or worse. Believing that leadership carries some sort of right to take risks with other people's well-being is nothing more than arrogant delusion. A strong feature of good leadership is knowing when, and having the strength, to find another way - the ethical way. (Alan Chapman)
Source
"Purpose, People, Planet and Probity" is from an original article by Alan Chapman
[Principal author(s): Richard Jones]
