Integrity is not a word we frequently use for today’s leaders. Many leaders today lack integrity and transparency, and we hear denunciations of corruption too often for comfort. integrity requires courage to speak the truth, to accept one’s own independence and autonomy, to honestly present the implications of a vision, and to faithfully persevere in the demands of a vision even when it means standing alone. Integrity includes accepting one’s own blind spots and failures. Integrity is primarily an inner self-knowledge but also refers to followers’ perception that leaders’ values and actions match their words. It is a form of holistic living. Leading holistically also means living one’s life motivated by a set of core values that place a high priority on integrity, service, and spirituality. Integrity includes being absolutely candid and evidencing intellectual honesty in the things one says, consistency in dealing with others, honesty in handling conflict. It implies accepting what we have been and imagining what we can be. It is the spiritual discipline of always speaking the truth, of making sure we do what we claim we will do, and of being ready to hold on to the course of action. When a person has integrity he or she gains trust. However, the integrity must involve every aspect of one’s life—personal, relational, organizational, and societal.
This basic leadership ingredient is an added value to competence. It is beyond expertise and motivation, it is the honesty that one’s core beliefs guide one’s decision-making in leadership. It requires self-acceptance, truthfulness, fortitude, and inner peace. It establishes congruence between one’s inner and outer reality. Individuals earn the right to be called leaders when people find authentic unity between their organizational and professional commitment and their spiritual lives. In fact, a person is not free to lead unless he or she understands humanity, its nature, feelings, processes, and inner yearnings for self-actualization.
Leaders of integrity bring quality presence to all they do. Aware of their own stature as leaders, sensitive to their obligations to others in society, they can peacefully face the falsity and dark side of themselves, of their communities, and of society. Because of their integrity they can attain the characteristics of a successful leader, namely one who can challenge the process, inspire a shared vision, enable others to act, model the way, and encourage the heart of the followers. Let us hope for more leaders of integrity.
How to Become a Great Spiritual Leader: Ten Steps and a Hundred Suggestions
This is a book for daily reflection. It has a single focus—how to become a great spiritual leader. It is a book on the spirituality of a leader’s personal life. It presumes that leadership is a vocation, and that it results from an inner transformation. The book proposes ten steps that individuals can take to enable this process of transformation, and a hundred suggestions to make this transformation real and lasting. It is a unique book in the literature on leadership. This book is a challenge to think about leadership in a new way. People who follow these steps will give the world something to think about regarding what leadership ought to be and can be.
1. Rediscover great leadership.
2. Emphasize remote preparation
3. Set a new direction for your leadership
4. Accept your vocation of leadership
5. Implement your call in a vision
6. Live your vision with courage and perseverance
7. Establish supports for your spiritual leadership
8. Evaluate your leadership: an artist’s challenge
9. Work with your followers-disciples.
10. Accept ten personal reflections
This book is the third in a series on leadership. The first, Spiritual Leadership: The Quest for Integrity gave the foundations of leadership today. The second, Courageous Hope: The Call of Leadership, gave the contemporary characteristics and qualities of leadership. This third book focuses on the spirituality of the leader.
Leonard Doohan’s books on leadership have been described as “highly readable,” “profound and caring,” “clear and challenging,” “a profound guidebook for leaders of the future,” “beyond or better beneath many current volumes,” “elegant, powerful, forthright.” Commentators have said “I highly recommend,” “He strengthens our resolve,” “Read every word,” “He restores our hope,” “Learn how to this kind of leader.”
This book is available from amazon.com
In a recent blog I shared with you some ideas concerning a spiritual leader’s responsibility to train others to a shared vision. Here I continue those ideas.
Leaders serve as facilitators and animators of a common vision. They know that no individual owns the vision to share with followers, but that the vision is built around that shared identity of the group. Shared values in a healthy corporate culture are the most important unifying force of the group. A good leader will achieve this through a process of vision development. The group participates in predetermining the vision either by their involvement or apathy. Sometimes a group will need a leader to identify their distinctive contributions, selecting, synthesizing, articulating, and revising the group’s values. Groups often cannot express their own mission, but they can recognize it when a leader they trust articulates their enduring values for them. Thus a leader can focus others’ attention and create in them a pervading passionate commitment for a vision that is unknowingly within them. A leader attains consensus by making conscious what lies unconscious in the followers, calling them to articulate what is important to them in the core of their being.
Identifying a shared vision will require collaborative styles of learning, new group techniques for sharing ideas, and new skills of consultation, dialogue, group goal-setting, and strategic planning. The group together seeks solutions, finds the common ground of unity and community, and searches for the synergy that common problem solving and planning can produce. These creative forms of collaboration expand the group’s thinking, and can generate new meaning to the group’s decisions. These early efforts to identify a shared vision is an experience of interdependency.
The leader will push down as far as possible not only consultation and decision making but also planning, strategizing, and goal setting. The team or group takes over the role of the hierarchy in an organization. However, to assure that the vision is shared within the organization, the leader will train groups to keep others in the next group above or below them informed about the essential components of the vision.
To identify a shared vision, a leader appreciates that the vision must turn inward to the group, but the focus must be on the people who are served by the vision. He or she will take the vision seriously enough to seek out needed resources to attain it. Identifying a shared vision cannot be restricted to one’s working life since a vision that enthuses people will do so because it touches their core values that will be the same in personal, community, and social life.
Groups do not pursue a vision that they do not own. Vision refers to what a group is convinced it should be doing in a given time and situation. Leaders must generate ownership of the vision they find in themselves and their followers; and this can take a long time, and much patience and fortitude. It is often said that leaders must leave followers a legacy, and surely it is the legacy that everyone has a part of the vision; everyone is individually important to the common enterprise.
In recent blogs we have looked at characteristics of spiritual leaders. In this blog and in the next I would like to share with you some ideas concerning a spiritual leader’s need to train others to be visionaries.
Train Others to be Visionaries
Clearly an individual can have a vision for his or her own life with little impact on others. In other words, vision and leadership do not have to go together. Healthy hermits have vision. When we speak about vision and leadership, we imply that the leader’s vision is shared with others who are also inspired and motivated by it. For any leader who believes his or her vision has value for others, he or she must give others the time and space to identify the common vision and make it their own. A leader can initiate this process, encourage people to question and challenge the status quo, even gently motivate and persuade others as to its values, but can never impose the vision nor allow it to override the visions of others. In fact, a leader will have to let go of his or her individual vision so that it can gradually become the group’s vision. Ownership of a vision must be enthusiastically discovered by each individual, changing mind and mind set, buying into a new way of looking at reality.
Sometimes members of an organization believe in the common vision, but they do not understand it or live it, nor do they understand its implications, nor would they know whether the vision was actualized or not. In fact, they simply presume it exists. This is not enough because not all visions become reality. A leader must facilitate commitment to a shared vision. These visionary leaders are not born but self-made. They bring people together into a cohesive group through dedication to common, basic values, and shared purpose in life. It is these common spiritual values that generate commitment and energize people, create meaning in their lives, establish standards of excellence, and bridge the present and the future. When this is done successfully visionary leadership is made visible, and the transformative impact on individuals and organizations is exceptional.
A leader needs communication skills to both convey and maintain a vision, needs impressive management skills to maintain the charismatic image, and needs empowering skills to assure participation. Leaders must also live in a state of continued dissatisfaction with things as they are, knowing that to be fully satisfied means to have lost vision. Since training others to be visionaries means helping them to be proactive, the leader must help others to anticipate problems and responses. A leader must surface new ideas in others and celebrate them when discovered. This outlook is particularly evident in times of crisis and chaos, when one order is passing and another has the chance to come forth. Leaders’ guidance and vision are critical at such times, when groups move to alternative consciousness and perception from that of the surrounding culture.
5. TEACH A NEW UNDERSTANDING OF COMMITMENT
Spiritual leaders propose a new understanding of commitment. Every good leader challenges self and followers to wholehearted commitment. The leader of hope links professional commitment to the integral human, spiritual maturing of self and each follower. Professional commitment becomes part of one’s spirituality and thus draws out discretionary dedication from everyone. In this context outstanding performance is a matter of personal growth, integrity, character development, and simply being who one feels called to be. Leaders must fire followers’ hearts to see professional dedication and spirituality as two facets of the same life.
Leaders enthuse followers to be dedicated to a shared vision of hope. Commitment relates to the future and so includes imagination, contemplation, and hope. This implies networking to discover other people’s hopes and constantly urging and encouraging others to be open to the unexpected. Commitment is essentially making the vision of hope real in the present.
This commitment to hope implies transformative action as part of one’s dedication. ommitment becomes part of one’s spirituality and thus draws out discretionary dedication from everyone.
Leaders enthuse followers to be dedicated to a shared vision of hope. Commitment relates to the future and so includes imagination, contemplation, and hope.
This commitment to hope implies transformative action as part of one’s dedication. Leaders of hope not only have a deep capacity for hope but a life long dedication to realizing the future we long for.
Commitment is relational. Others are included in our commitment as we are in theirs.
Commitment is to each other to work synergetically. Synergy refers to people who are different creating desirable results greater than the independent parts can do. It is a form of fusion that implies joining, coming together, creating connections and partnerships. It is about reducing barriers by encouraging conversations, information sharing, and joint responsibility across boundaries.
Commitment means encouraging each other to be leaders.
This loving service will also manifest quality commitment in collaboration in culturally and gender diverse situations. For a leader of hope commitment is not merely to a job well done, but to a vision of community.
1. Think about ways you can make an ideal future alive today.
2. Ask yourself why are you committed at work and what is the quality of your commitment.
3. Check how you contribute to the development of your colleagues.
4. If you contribute more on your own than with others, ask why.
5. Identify the links between your professional dedication and personal spirituality.
“Quality leadership lies within the heart, soul, and spirit of a leader, who has journeyed within self and discovered values, motivation, enduring purpose, and destiny.” Spiritual Leadership: The Quest for Integrity.
One of the key components of spiritual leadership is dedicated service. The spiritual leader draws on the inner values of his or her life and later makes the choice to serve others by a commitment to leadership. Spiritual leadership begins with an attitude, it is a form of service rather than service being an effective way to lead. It is easier to be a servant and to learn how to lead than it is to lead and then to learn how to serve.
From the very start of leadership one must be ready to live with an honest vulnerability. The leader recognizes that leadership is a gift and is always aware of his or her own weak and lonely experience of self. He or she knows there is strength in discipline but also in honest vulnerability. Leadership is not a way to power over others but a call to nurture the gifts of others. It means letting go of the desire to be always right, or to always have the answers. Successful leaders who admit their mistakes clearly earn more respect from their followers than do those who unsuccessfully try to hide them.
One quality that followers expect to see in their leaders before all others is inner integrity. Credibility is the foundation for leadership. Followers understand that how a person does something says a lot about his or her values. Leaders must continually ask themselves what grade on trust and credibility other colleagues on an administrative team or followers would give them.
Commitment to example can have a powerfully pervasive influence on an organization, even though it is generally haphazard and unsystematic. Modeling leadership is now viewed as one of the prime responsibilities of anyone in authority. So, acknowledge mistakes, avoid criticizing others, work hard and smart, refrain from office politics, stand up for principles you believe in, be open minded, diplomatic, positive in your attitudes, energetic in your work, a team player, and be enthusiastic, respectful of workers, and never become comfortable in your job.
An important complement to example is coaching and guiding participation. This kind of leader can identify the strengths of others and let go of his or her own position in favor of someone else’s. Such a leader can rejoice in other people’s growth in leadership rather than be threatened by it? Such a leader has the patience to wait for others to learn from example.
A further key component of quality leadership is the ability to create a climate of mutual trust. Without this an organization is filled with suspicion and vision is lost. A leader needs to treat everyone graciously and maintain trust with those above him or her and those below; at one time a leader and at another a follower, he or she enriches the organization with increased trust levels.
Influencing others to be visionaries is a part of the selfless dedication of a spiritual leader. This requires of the leader that he or she be present to others, giving time and effort to facilitating the surfacing of their vision, and also that he or she has the ability to clearly articulate a credible vision for the future, and to enthusiastically motivate others to join in that shared goal.
The Need of Integrity
Recent years evidence a series of shifts in the values people expect to discover in their leaders. Among the shifts we see new emphases on others, on service, on collaboration, and on family values. Some values seem to be perennial, among which we find respect, honesty, and integrity. This shift in values is part of recent theories of leadership that emphasize followers’ attributions to leaders, seeing leader-follower relationships as critical to the understanding of leadership. Nowadays, people want to see that their leaders are genuine, do not need to defend every issue that is questioned, and can maintain their values with humility. Some followers trust a leader based on experience, nowadays followers trust as an act of faith in the sincerity of a leader’s proclaimed values. So, from this perspective, two attitudes are critical to leadership, personal integrity in relation to one’s vision of life, and integrity in relation to the organization’s primary values, issues, and loyalties.
People need to know that their leaders are credible and are true to themselves in what they convey by word and life. Integrity is a constitutive component of leadership. People want to have confidence in their leaders, knowing they will consistently live according to the vision and values they proclaim. Since being an agent of change is essential to leadership, people need to be assured that the individual leading them through change is a person of integrity in terms of the communal vision and values.
So, leadership needs to be an expression of a well developed and defined sense of vocational integrity. Wise transformational leaders who need to constantly deal with ambiguity, with change, and frequently with conflicting solutions need to be people of integrity. Then when they see solutions others do not see, their followers will still trust them. The indispensable quality for leadership that holds everything else together is integrity, the balance between personal and public life.
The vision of being a contemporary leader is something you need to care about passionately, for while leadership can be exhausting, stressful, and rigorous, it is for the dedicated few a “disciplined passion.” It is an enthusiasm from within, since people always want from you that part of you they do not pay for, your creativity, vision, enthusiasm, and integrity. Spiritual leadership is not a pious Christian reflection, it is the center of contemporary reflections on leadership. We must refocusing our understanding of leadership to stress inner values of the spirit. Peter Koestenbaum wrote that “Leadership is a conversion experience. It is a new alertness. It is a ‘snap’ in the mind to a fresh reality. This is a breakthrough theme. Its models are religion, art, politics, and love” (Leadership the Inner Side of Greatness, p. 50). Once you see leadership as an inner spiritual journey, a personal call and vision of life, rather than a position of authority, or the accumulation of power, influence and wealth, then both the scholar and practitioner must ask different questions, see hiring, training and evaluation in new ways, reinterpret the meaning of success and effectiveness, and look to organizational development in new ways. Leadership is no longer a matter of skills and accomplishments, rather it focuses on the ultimate meaning of life, it deals with destiny and one’s role in the universe. When you become aware of the plethora of books on leadership, most of which have taken a wrong focus, we must challenge ourselves to go beyond questions of technique to ask deeper, more fundamental questions about leadership; those that address philosophy and speak to human core values. Leadership is not simply what we do, but who we are, and what we do because of who we are. Thus, we see that leadership theory has changed focus and much of it is now centers on leadership that emerges from a spiritual commitment. Fairholm captures this change well when he speaks of spiritual leadership as exemplified in servant leadership, “The new spiritual leadership paradigm sees transformation of self, others and the organization as important, even critical. This new leadership model is that of the servant leader. Servant leadership is not an oxymoron, it is a juxtaposition of apparent opposites to startle the seeker of wisdom” (Capturing the Heart of Leadership, p. 26).