Benevolent Leadership: A New Paradigm of Leading

• In Event: Benevolent Leadership: A Practice Demonstrated Model for Non-Profit & Faith-Based Leadership

Short Description

After briefly explaining the benevolent leadership model and its four anchors, the presenter will identify some of the core competencies prevalent in this type of leadership. Insights and mini-case studies from decades of work with mission-driven non-profits and small for-profits will bring to life the practices, outcomes, and benefits of the model.

Detailed Abstract

The way of the world has changed dramatically. While this change has not happened overnight, our global connectedness and constant media access makes it more evident now than ever before that we live in a world that is volatile, uncertain, complex, and ambiguous (VUCA). Non-profits and faith-based organizations, like for-profits, are experiencing this change more so today than ever, and being a leader in this type of world is more challenging. This is especially true as we see resources for leader development dwindling, questionable practices exercised in leadership, and a strong need for a new way of being a leader.

Benevolent leadership is emerging from the research on “common good” in the area of organizational development. Karakas and Sarigollu (2012) defined benevolent leadership as the process of creating a virtuous cycle of encouraging and initiating positive change in organizations through (a) ethical decision making, (b) creating a sense of meaning, (c) inspiring hope and fostering courage for positive action, and (d) leaving a positive impact for the larger community. Therefore, the four streams that create the paradigmatic anchors for benevolent leadership, according to Karakas and Sarigollu (2011), are a morality stream, anchored in ethical sensitivity; a spiritual stream, anchored by spiritual depth; a vitality stream, anchored by positive organizational scholarship; and a community stream, anchored by community responsiveness. This type of leadership parallels the major components of common good outlined by Melé (2009): socio-cultural values shared in a community (spiritual), organizational conditions (moral), economic conditions (vitality), and environmental conditions (community). As we near the end of the second decade of the twenty-first century, it is clear that a new way of leading is necessary; one that manages the turbulent climate in a way that honors self, others, and the greater good. Leadership perspectives are needed that take into account the role of leading-self, leading others, leading organizations, and leading within society. Benevolent leadership offers a compelling answer, especially in faith-based contexts, and mission driven organizations such as non-profits or non-governmental organizations.

This session will explain the Benevolent Leadership Model, exploring the four anchors upon which it rests. It will identify some of the core competencies prevalent in this type of leadership and will highlight brief stories from the field of leaders who are already exemplifying Benevolent Leaders.

In particular, we will explore Benevolent Leadership’s underlying assumptions regarding essential outcomes, which turn the attention of stakeholders to concepts that are particularly relevant within mission-driven organizations. These concepts include integrity, ethical decision making, equity, interconnectedness, hope and faith, self-awareness, wisdom, holistic thinking, influence, positive change, sustainability, and common good. Benevolent Leadership also offers a paradigm for addressing the antonyms of these concepts, which the Benevolent Leadership model defines in four broad categories: atrophy, apathy, lethargy, and entropy (Karakas, 2009).

As the director of a consulting practice with 25+ years of experience working with organizations and leadership from non-profits and small for-profits, I see these concepts at work in mission-driven organizations each day. This presentation will draw insights and mini-case studies from my coaching and consultation in the areas of change management, leadership skills, healthy team development, strategic planning, personality preferences in the workplace, team accountability, emotional intelligence, and appreciative inquiry.

Participant

• Nancy Sayer, SamaraCare Consulting