The Role of Moral Leadership in Transformation towards Sustainability

1. The Role of Moral Leadership in Transformation towards Sustainability • Sylvia Karlsson-Vinkhuyzen • Leiden University – iefworld.org • Onno Vinkhuyzen • iefworld.org – ebbf.org • Making the invisible visible, Brighton, 16 Dec 2010

2. Today • Current situation in the realms of Knowledge, Values, and Institutions • Overview of most common leadership styles • Overview of Moral Leadership • Two examples

4. 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

5. 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

6. 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.

7. Our value system • Is now one where value spheres are often far too limited in geographical scope and time to support global sustainability

8. 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

9. 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

10. Styles of leadership Little unity, no unity between leader and group Gives orders Exp. Obedience No dialogue Resentment, low motivation, obstruction Army, some organisations Love, Care, no faith in cap. gr. members Rel. orgs, Char. orgs Dependent, No development capabilities No cohesion, Dependent, helpless Feel inferior, don't participate, leader is frustrated No integration leader and group, no dev. potential Lets know or feel that he is more knowledgeable Academics, Consultants, “Experts” Politics Feel betrayed, become cynical, mistrust No unity, no development of capabilities Hide true motives and personal interests

11. They all • dominate decision-making • serve an egoistic need for power • completely neglect to develop the potentialities of the members of the group

12. Transformation

16. “One cannot solve a problem at the same level of thinking that created the problem.”-attributed to Albert Einstein-

17. ML - the short version • Questioning mental models • Constructing conceptual frameworks • Training of capabilities • Utilization of participatory techniques

18. Definition of Mental Models“Mental Models are deeply rooted images that determine how we perceive our environment” -Peter Senge-

19. Conceptual Framework Conscious Evolving, because of our ability to question and contemplate Consistent New knowledge develops into real knowledge Thinking versus acting

20. 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 18 Capabilities

21. 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

22. 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.

23. 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 Transformation

24. Contingent truth Ascertaining the facts Current reality Relative, but ever deepening understanding Ideal truth • Points to the way things should be • Normative • Based on principles and vision • Progressive

25. Concepts of human nature Racist Rational animal Deterministic Sinner Essential nobility

26. 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

28. 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

29. Capabilities which contribute to personal transformation Take initiative in a creative and disciplined way and Persevere Think systemically in the search for solutions

30. 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

31. 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

32. Practice • Ecuador - 1000 educators from all over the country • Kosovo – youth workers from different ethnic groups

33. 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

34. 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

35. “When a true leader has finished his work, the people say, ‘Look at what we have achieved.’” (Chinese proverb)