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Chapter 3. The Leader’s Character
This chapter addresses the inner dimension of leadership ethics.
Questions as we enter this chapter:
How do we shed light rather than shadows? How do we promote our character development?
To keep from projecting our internal enemies and selfishness on others, we need to go on the offensive, replacing or managing our unhealthy motivations through the development of positive leadership traits or qualities called virtues. Premise of virtue ethics is good people (those of high
moral character), make good, moral choices. Joined by positive psychologist who believe there is
more value in identifying and promoting the strengths of individuals than in trying to repair their weaknesses
Those who promote virtue ethics start with the end in mind.
These proponents develop a description or portrait of the ideal person (leader) and identify the admirable qualities or tendencies that make up the character of this ethical role model
They always suggest ways in which others can acquire these virtues
To use things, therefore, and take pleasure in them as far as possible—not, of course, to the point where we are disgusted with them, for these is no pleasure in that—this is the part of a wise man.
--Dutch philosopher Baruch Spinoza
Moderation is key to practicing temperanceTemperance is the is the ability to control emotions
and pleasureUnfortunately, a great many leaders are
intemperate; they are unable to control their anger and rail at subordinates
What character traits helped Thatcher become Prime Minister and to remain in office? What character traits ultimately led to her downfall?
What price did the Prime Minister pay for her rise to power?
At one point, Thatcher says that ideas are more important to her than feelings. Did this make her less sensitive to the impact of her policies and to her colleagues?
The seven choice points that several humanitarians faced on their journeys to helping others:
Choice 1: Leveraging life experiences. Choice 2: Sense of fairness. Choice 3: Believe that we can matter. Choice 4: Open to an opportunity. Choice 5: Taking the first small step Choice 6: Perseverance. Choice 7: Leading the way.
Tips to Learn from a Specific Failure 1. Identify a significant failure from your professional
or personal life and summarize the failure in a sentence (be sure to use the word failure).
2. Describe how you felt and thought about the failure immediately after it happened.
3. Move forward in time to identify any positive outcomes that came out of the failure, including skills you acquired, lessons you learned, and any relationships you established.
4. Identify how the failure changed or shaped you as a person, noting any new traits or attitudes you have adopted and whether you are any more mature now than before the failure event.34
Developing a mission statement is the best way to keep the end or destination in mind.
9 cairns (or markers) for creating personal purpose: 1. Call your purpose; listen for guidance 2. Find a sacred place 3. See time as continuous; begin with
the child and move with the present 4. Identify special skills and talents;
accept imperfections 5. Trust your intuition 6. Open the door when opportunity
6 Major Value Types (Prototypes are examples of occupations that best fit into the given orientation) 1. Theoretical: intellectuals who want to discover
the truth Prototypes: research scientists, engineers
2. Economic: usefulness is the most important criterion Prototype: small business owner
3. Aesthetic: value form and harmony Prototypes: artists, architects
Discussion Questions: Have you ever followed someone in a life or death situation?
What qualities (competencies, virtues) did you look for in your leader?
Have you ever been an in extremis leader? What qualities (competencies, virtues) did you demonstrate?
Do you want a career in a high-risk occupation like policing, combat or fire fighting? Why are you seeking a dangerous profession?
Have you ever been part of an organization that experienced a crisis and/or the death or serious injury of one or more its members? How did leaders respond to the crisis or tragedy? What virtues did they demonstrate?
How can we prepare ourselves to function effectively in high risk situations?