Using the word Governance initially was a very sterile, cold and domineering term. But what is very quickly becoming obvious is that Governance is very much a colourful palette of leadership, membership and management.
What was, for me at least, a term that purely defined management, particularly lawful and economic management, is really a term of multiple capitals. This is particularly so in Catholic institutions which I have been reflecting upon lately. Clarity of “effective governance”, for me personally, has to have public information and display of spiritual capital; people capital; economic capital; intellectual capital and stewardship capital.
This myriad of “capitals” capitalises on the overall running and effectiveness of an organisation, institute or company. Governing is about bringing these capitals together in an environment which has clarity in its mission, its purpose. Governance is about leadership which is directed by ethics, respect for human dignity, transparent behaviour, striving for the common good and open discussions.
Governance is about respecting the role that traditional intelligence of the company had in bringing it to its present state. In reflecting on the intelligence of the companies traditions to bring meaning and purpose to the future direction of leadership and membership.
Governance is about service to others especially in the beliefs held of Catholic traditions. Governance is providing opportunities for this service and celebrating the extent of stewardship.
No longer is the word Governance cold and sterile, grey and non-human. Instead it is replaced with a “living” word which presents its meaning in the people, the leadership, the organisation, the traditions, the future and the presence of the company.
An ethical leader. Does this phrase refer to someone in leadership and shows ethical behaviour OR someone who shows ethical behaviour and therefore is leading. Does this phrase always refer to a person in a leadership position appointed to them?
In this post I refer to the latter, an appointed person whose decision making effects others, specifically a school.
An ethical leader does not attain this title lightly. To gain such a title means that at some point decisions were had to be made that effected other people and which caused conflict between the decisions of the heart and decisions of the mind. An ethical leader is one who remains courageous when faced with these such decisions. To lead is not to follow. To lead is to collect all relevant decision making “matter”, physically and mentally, and align them with their own values and the values and expectations of the school they represent. One school in my local area has a motto based on compassion. If this is one part of the “formula” for the school’s values then the leaders ethical decisions must take this strongly into consideration when making decisions for the entire school community. Their role is to represent the values of the school they lead.
But at what stage does a person’s personal values come into play? Do they occur simultaneously to those of school values at the time of contemplating the scenario and making the decision? And what happens when their personal values override those of the school they represent? Does the choice always remain personal or is it now strongly influenced by the values of others, the school and the governing body of the school.
Being part of a faith community adds another dimension to the discussion. When faith leadership influences the conscience of the school leader it can quite often coloured by admirable elements of dedication to faith, honesty, integrity, justice, equality and fairness. But these qualities do not always serve the best interest of everyone involved and therefore having to make an ethical faith based decision can be confronting. Making an ethical decision, affecting more than one person, results in something being unfair for at least one of them. For if it was a decision which had no emotional or logical thoughts then the ethical dilemma may not exist. And if it was classed as ethical then it may have been difficult and therefore the result effective on at least one party.
As discussed above, being an ethical leader is not a title easily given. But what an ethical leader allows is a conviction in them from those they lead, that the decision making process is in the best interests of the school and all the stakeholders have been taken into consideration. Consideration does not mean, however, a favourable result.The students’ education is the ultimate scope of the decision making process. Arguably, I would say that their education is the capstone of the decision making process. If an ethical leader, a faith based ethical leader can reach the capstone having their conscience clear and able to justify their decisions then the title “ethical leader” is validated.