Pluralism: 9 Elements Required For Ethical Leadership

By Linda Fisher Thornton

Pluralism is required in our leadership thinking as a positive force that informs how we treat people and make decisions. It’s the expansive mindset that is the key to important ethical leadership responsibilities such as respect, inclusion, and cultural awareness.

“If you know whether a man is a decided monist or a decided pluralist, you perhaps know more about the rest of his opinions than if you give him any other name ending in IST. To believe in the one or in the many, that is the classification with the maximum number of consequences.” ― Will James

Merriam-Webster defines pluralism as “a state of society in which members of diverse ethnic, racial, religious, or social groups maintain and develop their traditional culture or special interest within the confines of a common civilization.”

Pluralism, by its nature, is many things:

  1. Inclusive
    • Including everyone without losing the uniqueness of traditions or people
  2. Listening
    • Listening with care and attention and honoring a diverse group of voices
  3. Accepting
    • Being comfortable with different backgrounds, styles, traditions, approaches and ways of thinking
  4. Collaborative
    • Seeing the importance of diversity of thought in creating powerful solutions together
  5. Unafraid
    • Talking about our shared challenges, and seeing those conversations as a step toward solutions
  6. United
    • Working with individuals to build trust and educate each other on cultural traditions
  7. Evolving
    • Changing our minds and behavior willingly because we will never know everything about everything and expectations change over time
  8. Whole
    • Including everyone of every background, regardless of their life story
  9. Learning
    • Staying open to learning because we will make mistakes as we work together and learn about each other at the same time

A leader who embraces pluralism will not be afraid to go into the spaces where diverse groups of people meet, get to know each other, and work together.

“I thought about the meaning of pluralism in a world where the forces that seek to divide us are strong. I came to one conclusion: We have to save each other. It’s the only way to save ourselves.” — Eboo Patel

Ethical leaders know that we are stronger and better together, and they do everything possible to leverage that strength to solve our shared problems.

On Patriotism, Nationalism, Globalism and Ethics

By Linda Fisher Thornton

I teach global leadership and applied ethics. Students often have questions about the differences between patriotism, nationalism and globalism. This post explores the differences and their ethical implications. 

There has been a lot of recent discussion around nationalism. The term has been used in ways that seem to put it on par with patriotism. To understand how it’s different, I’ll take a look at nationalism, patriotism and globalism using an ethical lens. Without seeing them through an ethical lens, the differences are less clear. Using an ethical lens, we begin to see that what appear to be subtle variations are vast differences in intent and impact. 

The Merriam-Webster Dictionary defines patriotism as “love for or devotion to one’s country” and nationalism in part as “loyalty and devotion to a nation.” While they seem positive and similar at the surface level, Merriam-Webster goes on to clarify how they are different: 

“the definition of nationalism also includes ‘exalting one nation above all others and placing primary emphasis on promotion of its culture and interests as opposed to those of other nations…’ This exclusionary aspect is not shared by patriotism.”  Merriam-Webster, The Difference Between ‘Patriotism’ and ‘Nationalism’

Patriotism is pride in country, which is positive, but when it loses its grounding and takes a detour around ethical values it becomes something completely different. George Orwell, Bart Bonikowski and Noam Chomsky reflect on how nationalism impacts our actions and behaviors:

By ‘nationalism’ … I mean the habit of identifying oneself with a single nation or other unit, placing it beyond good and evil and recognising no other duty than that of advancing its interests.”   

George Orwell, Notes on Nationalism

“The study of nationalism in settled times is not a unified field, but the multiple research streams described here offer…how such beliefs shape support for authoritarian politics and exclusionary policies.”

Bart Bonikowski, Nationalism in Settled Times,

Patriotism and Nationalism in the Global Context

Merriam-Webster Dictionary defines globalism as “a national policy of treating the whole world as a proper sphere for political influence.” Seeing the world as a global village helps us consider the impact of our choices on a wider scale.  If we don’t consider our impact on the rest of the world, we are operating with blinders on, ignoring the realities of the global context. We’re ignoring important ethical variables including human rights and respect for differences. Noam Chomsky said in a speech in Glasgow that nationalism has a way of oppressing others.” If we follow that line of thinking, we begin to need to ask a powerful question – “Is nationalism simply patriotism without ethics?” Consider this important question as you think about these two very different views of the world and our place in it.


  • recognize the connectedness of our global economy and consider the impact of decisions on a global scale
  • recognize that all people are equal and deserve to be treated with respect, regardless of where they come from
  • acknowledge diverse cultures and traditions of the world as all important
  • see the world as one big community of people

Using a globalist world view, patriotism is pride in one’s country in the context of the global village.


  • consider their country to be “the best”
  • think about people outside their country as less important, of a lower status or inferior to those in their own country
  • ignore cultural diversity and only feel comfortable with the traditions of their own country
  • make decisions that benefit their own country and fail to consider the negative impact on the rest of the world
  • think of people who came from outside their country as not deserving the respect or fair treatment that would be offered to people in their own country

Using a nationalist world view, patriotism is a desire for exclusive benefits for one’s country, without regard for the impact on those beyond its borders.

How Different World Views Impact Our Ethical Choices

Let’s look a little deeper at the differences between globalism and nationalism. A person with a globalist worldview is more likely to value peaceful global relations among countries (seeing the world as a community) and a person with a nationalist worldview is more likely to value “winning” in the global arena (seeing one country as the best and entitled to more than the other countries). This nationalist sense of superiority and entitlement can lead to decisions that unfairly target, exclude and harm those from other countries. Someone with a nationalist worldview could be seen as lacking ethical competence due to failing to consistently honor human rights, and lacking cultural awareness and respect for differences. If we acknowledge the complexity of this issue, there are likely “shades of nationalism” that reflect combining patriotism with widely varying degrees of ethical awareness and action.

Using an ethical lens, patriotism and nationalism are more than different ways of seeing the world. They are ethically aware (patriotism + globalism) and ethically unaware (nationalism), respectful of differences (patriotism + globalism) and not respectful of differences (nationalism) on a sliding scale of degrees. Through an ethical lens, nationalism looks like patriotism that ignores the global context and ethical responsibility. 


Questions For Discussion

  1. Where have we seen recent examples of nationalism?
  2. In those examples, was there a detour around ethical values, ethics codes and/or global agreements? 
  3. Do you think that nationalism is “patriotism without ethics”? Why or why not?


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©2019 Leading in Context LLC

Global Ethics: TMP Challenge 15

By Linda Fisher Thornton

I participate in a global think tank called The Milennium Project (TMP). As an invited reviewer, my focus is on Global Challenge 15: Global Ethics. Participants submit their observations on trends, help define the biggest problems and areas of opportunity and submit input on how to improve the course of Global Ethics.

The Milennium Project has produced a short video summarizing the global conversations on each topic. It details the global input on the most prevalent concerns and opportunities related to global ethics. Realizing that you cannot accurately portray every global ethics issue in a two minute video, it gives an overview of trends that global leaders should be aware of as they work to support our progress toward improving global ethics.


To learn more about The Milennium Project and explore its resources, watch this short video and visit

For more on Challenge 15: Global Ethics, visit the TMP Challenge Page.

To watch videos on the other 14 Global Challenges, visit:

You may also be interested the magazine Human Futures, which you can read on the World Future Studies Federation Website. 




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©2019 Leading in Context LLC




500th Post: Index to 500 Articles on Authentic Ethical Leadership


By Linda Fisher Thornton

There are many ways to define “ethical leadership” but there is increasing global interest in learning “ethical leadership” in a holistic and authentic way. This authentic ethical leadership takes us beyond laws and regulations, beyond respect for others and beyond traditional definitions of a business “win.” It generates a positive leadership legacy and a better shared future. If this sounds like the kind of leadership you want to learn, you’ve come to the right place.

The Leading in Context Blog now includes 500 articles on high-level, holistic and global ethical leadership. This blog started off as a way to organize and share emerging research in my leadership classes.  Ten years later it has become a “go-to” site for organizational leaders across industries, university professors and seekers looking for a better way to lead. 

To celebrate having published 500 Posts over 10 years, I’ve shared a short video on one of my favorite reader questions – “What were you thinking including Profit (which has no moral grounding) in a model of ethical leadership? 

To help you on your ethical leadership learning journey, this Milestone post also includes a Leading in Context Blog Index.  What will you find? Every post published on the Leading in Context Blog since 2009, in date order with the newest posts first. If there is something you want to learn about ethical leadership, it is probably here. If it isn’t, post a comment to let me know what YOU want to learn more about. 

Do you want to understand how all of the ethical leadership concepts in these posts fit together? I distilled several years of intensive research into 7 Lenses: Learning the Principles and Practices of Ethical Leadership, a clear guide to “seeing” ethical issues in seven important dimensions that apply across industries and geographic boundaries. Looking through all 7 Lenses you have a clear line of sight to making ethical choices and leading authentically for the long term. 

Enjoy the lifelong learning journey to ethical leadership… 

The Leading in Context Blog Index




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©2019 Leading in Context LLC


Context Matters: What We’re Learning About Food

By Linda Fisher Thornton

New research is turning conventional wisdom about healthy eating inside out. This new research radically changes the way we think about nutrition and wellness and will completely change “best practices” in food-related industries. Here is a sneak preview:


“Fat and fiber tend to lower the GI of a food. As a general rule, the more cooked or processed a food, the higher the GI; however, this is not always true.”

Glycemic Index and Diabetes, American Diabetes Association

The reason it’s called “whole milk” has less to do with its fat content, than the fact that it’s comparatively unadulterated.

Roberto Ferdman, The whole truth about “whole milk”, The Washington Post


“Processed foods have an altered food matrix, which impacts their bioavailability.”, What is the Food Matrix?

“Foods high in fat and carbohydrate are, calorie for calorie, valued more than foods containing only fat or carbohydrate and that this effect is associated with greater recruitment of central reward circuits.”

Supra-Additive Effects of Combining Fat and Carbohydrate on Food Reward, Cell Metabolism


“The food matrix may exhibit a different relation with health indicators compared to single nutrients studied in isolation.”

Thorning et al., “Whole dairy matrix or single nutrients in assessment of health effects: current evidence and knowledge gaps,” American Journal of Clinical Nutrition

Applying the “food matrix” concept we learn that we can’t accurately assess nutritional impact based on breaking down individual nutrients in isolation from the whole. We have to consider what we added and what we left out. In other words, context matters. 

We need to see the whole picture to understand human wellness. Whole foods from nature have complex nutritional combinations and protections built into them that vanish when you strip out the fiber and fat. As Aristotle recognized ages ago (and we’re just now rediscovering) “the whole is greater than the sum of its parts.”

Questions For Discussion

  1. How are we already contributing to health and well-being through our food choices?
  2. Where should we adjust our practices to reflect what researchers are learning about the complex food matrix?
  3. What should we stop doing or change to support the long-term health and wellness of our constituents?

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Unleash the Positive Power of Ethical Leadership®

©2018 Leading in Context LLC


Seeing Beyond Borders and Walls

By Linda Fisher Thornton

When you make a commitment to ethical values and ethical choices, boundaries and walls only indicate the boundaries of new places to apply those ethical values and choices. Beyond them, ethical values matter just as much as they matter within your own walls. You could argue that they matter more, because you are stepping into other cultures and ways of life and need to take special care to show respect.

Any argument that we can be disrespectful or harmful to others who live outside of our borders is based on flawed thinking, self-interest, myopia and a lack of moral awareness.

Ethical leaders see beyond walls. They don’t dehumanize people to improve their own position.

Ethical leaders think beyond themselves on a global scale. They don’t excuse their own or anyone else’s bad behavior or unethical choices.




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©2018 Leading in Context LLC




Also see:

Yes, Leaders. Behavior Matters

Just Say No to 10 Behaviors That Kill Competence

Inclusion: The Power of Regardless

Building Trust: Paradoxical Qualities to Cultivate



By Linda Fisher Thornton

As we progress on the learning journey toward positive leadership, some of the qualities we seek seem to be paradoxical. For example, as leaders we need to be CRYSTAL CLEAR in outwardly communicating what we expect and also OPEN to hearing input from others that might change our plans. We need to be FULLY PRESENT in this moment, and still able to THINK AHEAD to prepare for the future.

The secret that great leaders know is that these qualities (which may seem like polar extremes) are each effective at different levels, in different contexts and at different times. 

Cultivating these qualities in ourselves and our organizations helps us build a high trust workplace where people can do their best work:

Be Dependable and Open to Change

Be Fully Present Right Now and Think Ahead

Be Crystal Clear About What’s Expected and Open to Hearing Input From Others

Be Confident and Humble

Be Decisive and Flexible

Great leaders possess seemingly paradoxical qualities. They know when to use each end of the spectrum, depending on what is most needed to move individuals and groups forward. 

Jim Collins, author of Good to Great, describes Level 5 Leaders (the highest level in his model) as having the paradoxical qualities of personal humility and professional will. This means that they are strong and confident, but choose to use their leadership in a “service-orientated” way that benefits others. They don’t save the power or attention for themselves.

Great leaders learn to identify when a group needs clarification, and when people want to be heard. They respond with just what people need at that moment. That careful dance builds trust.

We can be decisive when we need to be, but also keep our teams involved in deciding our future path.

We can be confident in our leadership and also humble enough to step aside to let others take the lead so they can grow.

Cultivating these paradoxical qualities (and learning when to apply them for the most positive impact) takes our leadership to a higher level. 

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Prepare Your Leaders For Ethical Leadership Future – Help Them Learn To See Through The 7 Lenses®. 

Includes how ethical expectations are increasing, and what you can do to stay ahead of the curve.

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Unleash the Positive Power of Ethical Leadership®

©2016 Leading in Context LLC



Do Differences of Opinion Set Off Your Threat Detector?

By Linda Fisher Thornton

Differences of opinion can be inconvenient and uncomfortable. We may be in a discussion with someone who has very different views from ours, on a topic of great importance to us. How we handle it shows others the inner workings of our character.

We have all been in conversations with people who are open to hearing what we have to say and those who are not. When we perceive an idea as a threat, it may be a signal that we are CLOSED to learning. And that may lead us right into unethical territory, to disrespectful interpersonal behavior. 

As you review these descriptions, think about your recent conversations. Was the other person OPEN or CLOSED to learning? Did they perceive a difference of opinion as a threat or an opportunity to learn?

Sees a Difference of Opinion as a Threat

  • Different ideas are direct threats to my position
  • When we disagree, only one of us can be right
  • Listening to dissenting opinions is dangerous and should be avoided
  • People who disagree with my position should be belittled and put in their place to reduce their power

Sees It as a Learning Opportunity

  • Different ideas are opportunities to learn
  • When we disagree, we might both be describing different parts of a bigger concept
  • Listening doesn’t mean we have to change our beliefs, but we are open to that if it happens
  • Listening to dissenting opinions increases our understanding of issues we care about

Ethical leadership requires us to respect people and differences of perspective even when those differences may make us uncomfortable. 

Override your threat detection system when you hear information that goes against your current views.

If differences of opinion set off our “threat detection” system and make us angry, that may be a sign that we are closed to learning. I have noticed over the years that perceiving the ideas of others as a threat is signal that we need to listen. 

This week, notice what sets off your threat detection system, and see what you can learn when you choose to override it and remain open to learning.

Top 100 Leadership Blog





Prepare Your Leaders For Ethical Leadership Future – Help Them Learn To See Through The 7 Lenses®. 

Includes case examples and questions.



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©2015 Leading in Context LLC

Global Sentiment About Taking Responsibility

Ethics is GlobalBy Linda Fisher Thornton

We are beginning to “get the picture” globally that ethical responsibility includes much more than meeting minimum standards and avoiding fines and penalties.  These quotes from recent global surveys reflect the current sentiment about what it means to take responsibility in a global society:

1. Do More Than Meet the Minimum Standards

“91% of global consumers believe that companies must go beyond the minimum standards required by law to operate responsibly.”

Cone Communications/Echo Global CSR Study, May 2013

2. Use the Highest Integrity and Engage Employees

“Underperforming on high priorities: Engagement and Integrity, Business Importance versus Business Performance in 16 Trust Drivers – Global.”   

Edelman Trust Barmometer 2014 Annual  Global Study

3. Increase Profits and Improve Economic and Social Conditions

“84% believe a company can take specific actions that both increase profits and improve the economic and social conditions in the communities where it operates.”

Edelman Trust Barometer 2014 Annual Global Study

4. Take Care of the Planet and Society

“In a global survey of 30,000 consumers, 72% of people said that business is failing to take care of the planet and society as a whole.”

Accenture and Havas Media quoted in report Brand Sacrifice, October 2014

These surveys reflect increasing expectations for business leaders  – the expectations that we take responsibility well beyond managing our own Profits, to also improve life for People, support the success of Communities and protect the Planet. Profits and Corporate Social Responsibility are no longer seen as mutually exclusive ideals. 

Related Stories:

What is Integrity? Beyond “I’ll Know it When I See It”

Full Accountability For Ethics – The New Normal

522For more, see new book 7 Lenses and the 21 Question Assessment: How Current is My Message About Ethics?

7 Lenses is a Bronze Axiom Business Book Award Winner in Business Ethics41cEVx-Tu4L._SY344_BO1,204,203,200_
2014  Bronze Axiom Business Book Award Winner 
About 7 Lenses  @leadingincontxt  @7Lenses

© 2014 Leading in Context LLC 


It’s Not About Us

By Linda Fisher Thornton 

You may have noticed that society’s expectations of us as leaders are continuing to increase. Consumers prefer to choose companies that genuinely care about their well-being. Employees want to work for companies that treat people well, do meaningful work and give back to the community. To survive in this new land where ethics is key to success, we must understand that it is not all about us.

Its Not About Us

In a human development sense, our understanding of leadership has essentially “grown up” and moved past personal ego and a self-centered view of things.

Leadership may have once been defined by eloquence, power, or charisma, but today’s successful leadership is defined by creating value for others.  In a human development sense, our understanding of leadership has essentially “grown up” and moved past personal ego and a self-centered view of things. It has progressed from being “all about us” to being about our long-term impact on others.



What does this less self-centered view of leadership look like in action? It looks like this in a typical day:

  • Talking with employees, customers and other stakeholders to learn their deepest needs
  • Treating everyone with respect
  • Asking how we can make things better for those we lead and serve
  • Being open to change, adapting quickly, and staying competent (because these things define how others experience our leadership)
  • Keeping ethics at the center of everything we do and every decision we make

We need to avoid thinking that it’s all about us. Today’s less self-absorbed leadership is all about proactively and ethically creating value for others.


For more, see Linda’s book 7 Lenses and the 21 Question Assessment: How Current is My Message About Ethics?

7 Lenses is a Bronze Axiom Business Book Award Winner in Business Ethics41cEVx-Tu4L._SY344_BO1,204,203,200_
2014  Bronze Axiom Business Book Award Winner 
About 7 Lenses  @leadingincontxt  @7Lenses

© 2014 Leading in Context LLC 


How Do We Achieve Corporate Integrity?

Corporate IntegrityBy Linda Fisher Thornton

To achieve corporate integrity, we must do a number of things well. We need to have a clear message about what taking responsibility for ethics means to us; clear expectations for what it looks like in our organization day-to-day; and a congruent system for managing for ethical performance. 

There is a current ethics trend away from a “push” mentality when it comes to learning about ethics (making people do it) to a “pull” mentality (making it positive so that people will want to do it). Taking on a “pull mentality” involves creating a positive ethical environment, which includes:

  • Reaching beyond laws and regulations (they represent the punishment threshold, not ethical business)
  • Reaching for ethical values – respect, care, trust, doing good and avoiding harm

There are specific actions that we must take to develop a positive ethical culture where our ethics message and our day-to-day actions are clearly aligned. The 7 actions listed below are some of the most important ones to take on the journey to corporate integrity.

Companies With Corporate Integrity Develop:

  1. An ethical leader’s mindset.
  2. A multidimensional understanding of what ethical responsibility means in a global society.
  3. An ethics message that we keep current as times change.
  4. An awareness that profitability is not an ethical value and decisions about money must always be balanced with ethical values. 
  5. A well-informed leadership team that knows what leading ethically looks like in action.
  6. A quick response to problems, and full accountability for ethical behavior. 
  7. A consistent and integrated performance system that rewards ethical behavior.





For more, see Linda’s book 7 Lenses and the 21 Question Assessment: How Current is My Message About Ethics?

7 Lenses is a Bronze Axiom Business Book Award Winner in Business Ethics41cEVx-Tu4L._SY344_BO1,204,203,200_
2014  Bronze Axiom Business Book Award Winner 
About 7 Lenses  @leadingincontxt  @7Lenses

© 2014 Leading in Context LLC 

Dealing With Complexity in Leadership

SAMSUNGBy Linda Fisher Thornton

Dealing with work complexity has become a major leadership development issue. And it is a challenge that has ethical implications. As our work becomes more complex, so do our ethical dilemmas.

What is Thinking Complexity?

We may want to lead responsibly but still struggle to make ethical decisions in highly complex situations. It would help if we could develop the thinking skills to navigate those situations more easily. If we were prepared to think at a high degree of complexity, we would be better able to understand the organization and its challenges from multiple perspectives when making difficult decisions.

“If managers and leaders are to scratch beneath the surface and delve into the substance of their organizations, what is needed is “cognitive complexity” which can be defined as “the intellectual ability of a manager or leader to envision the organization from multiple and competing perspectives so as to develop a depth of organizational understanding that is at least equal to the factors impacting its functioning.”

Richard Jacobs, Analyzing Organizations Through Cognitive Complexity, Villanova University

Considering multiple perspectives in decision-making provides an advantage to leaders and organizations as they juggle competing demands. How can we prepare leaders to do that?

Preparing Leaders

We are going to need to improve our thinking skills to be ready to deal with the increasing complexity of work in our networked global society. According to Nick Petrie, Center for Creative Leadership, we will need a completely new approach to developing leaders in order to deal with the level of change that is coming.

“There is one thing that I have become certain of and that is that the methods that have been used in the past to develop leaders really, truly, categorically will not be enough for the complexity of challenges which are on their way for organizations (and broader society).”

Nick Petrie, Future Trends in Leadership Development, Center for Creative Leadership

The ability to think through complex problems clearly is an asset to individual leaders and to the organizations they serve. We need to find ways to help leaders develop this ability, and to do that, it helps to understand what it is that leaders with a high degree of thinking complexity do.

What Do Leaders With High Thinking Complexity Do?

As you review this list, consider how you can seek meaningful leadership development experiences that support these practices.

Think in Multiple Dimensions and in Relationships

“Persons who are high in cognitive complexity are able to analyze (i.e., differentiate) a situation into many constituent elements, and then explore connections and potential relationships among the elements; they are multidimensional in their thinking.”

Streufert, S., & Swezey, R. W. (1986). Complexity, managers, and organizations. New York: Academic Press, online at The College of St. Scholastica

Deal Well With Ambiguity and Contradictory Findings 

“There are numerous studies which suggest that individuals who have high cognitive complexity tend to be more tolerant of ambiguity, more comfortable not only with new findings but even with contradictory findings. Moreover, such individuals have a greater ability to observe the world in terms of grey rather than simply in terms of black and white.”

J. Rogers Hollingsworth, Knowledge, Communication and Creativity, University of Wisconsin-Madison, online at

Use Systems Thinking

“To meet the needs of requisite complexity, Knowledge Era leadership requires a change in thinking away from individual, controlling views, and toward views of organizations as complex adaptive systems that enable continuous creation and capture of knowledge.”

Uhl-Bien, Marion & McKelvey, Complexity Leadership Theory: Shifting leadership from the industrial age to the knowledge era, University of Lincoln-Nebraska

Intentionally Seek and Integrate New Information

“Complex people tend to be more open to new information, rely on their own integrative efforts than new information, seek more novel information, search across more categories of information, and are less externally information bound. They tend to take in more information and form more well rounded impressions than less complex persons.”

Streufert, S., & Swezey, R. W. Complexity, managers, and organizations. New York: Academic Press, online at The College of St. Scholastica

Connect Employees, Processes and Tools to Meet Goals

Ultimately, these women and men – armed with cognitive complexity and the skills and techniques associated with best practice – will manage and lead their organizations to achieve their goals by uniting people, technology and process in a more efficient and effective human way.

Richard Jacobs, Analyzing Organizations Through Cognitive Complexity, Villanova University

Simplify Complexity For Those They Lead

Those leaders of the units judged to be ‘most successful’ were not those who demonstrated the higher levels of systemic thinking but, rather, seemed able to simplify complexity for their teams.

Keith Normal Johnston, Complexity of thinking and levels of self-complexity required to sustainably manage the environment, thesis submitted to Australian National University

Leaders who develop a high level of thinking complexity will be better able to help our organizations understand and work through a wide variety of challenges, problems and opportunities. They will make sense out of issues and problems that are multidimensional and connected. And they will be prepared to do what all great leaders do – help those they lead deal with increasing complexity.
To Learn More:
Capitalizing on Complexity (and Other CEO Reports), The IBM C-Suite Studies,


For more, see Linda’s book 7 Lenses and the 21 Question Assessment: How Current is My Message About Ethics?

7 Lenses is a Bronze Axiom Business Book Award Winner in Business Ethics41cEVx-Tu4L._SY344_BO1,204,203,200_
2014  Bronze Axiom Business Book Award Winner 
About 7 Lenses  @leadingincontxt  @7Lenses

© 2013 Leading in Context LLC 


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Business Leader Future : A Sketch

Leading in a Complex Global Context

I did some research about global trends and challenges and how they will change the way we will lead in the future.  The answers I found explain why we sometimes feel that we’re in a perpetual state of disequilibrium.

The Leader of the Future

This description was adapted from the sources listed below.

The Leader of the Future is a globally aware, fast-learning, socially and financially responsible leader with amazing digital skills and social media savvy, who is agile, resilient and collaborative, demonstrates exceptional thinking skills, deals well with uncertainty, has connections across disciplines, synthesizes information easily to find meaning, learns quickly and continually, adapts to solving new and complex problems and meeting competing demands, is environmentally responsible, open and transparent, internationally mobile, with a global view and local cultural sensitivity, who cares about others, behaves and leads ethically, holds people accountable while helping to develop their leadership potential, serves as a change agent promoting responsible leadership, values differences, and engages diverse collections of employees, customers and communities in a common purpose.

Improving Our Leadership 

Consider these questions:

1. What does this business leader of the future do well that I need to learn?

2. How will learning in those areas make me a more responsible leader?

3. How will I engage the other leaders in the organization in learning with me?

4. How will making these changes in leadership help us survive and thrive?


Key Global Trends Impacting Leadership Hay Group Press Release About “Leadership 2030” Report

The Leader of the Future: Ten skills to begin developing now

Emerging Leadership Trends Rick Lash, Hay Group on YouTube

The 2020 Leader: Attributes for Success in the 2020 Workplace Jeanne Meister at

Emerging Leadership Journeys Spring 2011,

Shaping Health Systems Network: Emerging Leadership in a Global Context Center for Innovation in Health Management, UK

Emerging Leadership Issues  Lev Lafayette, doctoral candidate at the Ashworth Centre for Social Theory

Future Work Skills 2020 Research Institute for the Future


For more, see new book 7 Lenses and the 21 Question Assessment: How Current is My Message About Ethics?

7 Lenses is a Bronze Axiom Business Book Award Winner in Business Ethics41cEVx-Tu4L._SY344_BO1,204,203,200_
2014 Axiom Business Book Award Winner 
About 7 Lenses  @leadingincontxt  @7Lenses

© 2012 Leading in Context LLC 

Responsible Management Education: UN Principles

What is the Purpose of Management Education? 

The purpose of management education is obviously to develop capable and responsible managers. But what does that mean?

Does it mean:

  • Responsible profitability?
  • Service to society?
  • Economic development?
  • Sustainability?

How Do We Know What to Teach?

The UN Principles for Responsible Management Education guide us so that we can be sure that we are incorporating the global principles of  responsible management into our teaching and training. They provide clarity about the values we should focus on when teaching managers.

Principle 1 provides a great deal of clarity about the purpose and scope of our teaching:

Principle 1 | Purpose: We will develop the capabilities of students to be future generators of sustainable value for business and society at large and to work for an inclusive and sustainable global economy.

United Nations Principles for Responsible Management Education at

Principles 2 through 6  provide guidance about how to achieve that purpose through Values, Method, Research, Partnership and Dialogue.

Our Clear Responsibility

If we had no guidelines, we’d be left to determine just what we wanted responsible business management to mean. Because these guidelines exist for us as educators, we are now compelled to stretch beyond whatever definition of  “responsible management and leadership” we are now using to incorporate this broader global definition.

There is no longer a place for the kind of management and leadership training that teaches only how to make money while following the law. There is so much more required of us that it is irresponsible to teach only profitability and law to the exclusion of other variables like sustainability and service to society that are important for our global future.

“We urge business schools to adopt the Principles and organizations to balance their economic and social objectives.”

Declaration for the 2nd Global Forum for Responsible Management Education

As Teachers and Trainers, We Need to Be Role Models for Others

When teaching managers and leaders in universities and corporations, we need to be sure that we are teaching the global values that will serve leaders well in our connected society. When we do, we are demonstrating and modeling responsible leadership and preparing leaders to be part of the solution as we solve problems that cross organizations, continents and disciplines.

“The Principles for Responsible Management Education have the capacity to take the case for universal values and business into classrooms on every continent.”

UN Secretary-General Ban Ki-Moon, quoted on

Questions for Discussion:

1. How well does our management and leadership education align with the UN Principles?

2. What are the major differences between what we are teaching and the UN Principles?

3. How will we realign what we do to be in line with the UN Principles?

4. How will our realignment with UN Principles help the leaders we teach be more responsible corporate and global citizens?


For more, see new book 7 Lenses and the 21 Question Assessment: How Current is My Message About Ethics?

7 Lenses is a Bronze Axiom Business Book Award Winner in Business Ethics41cEVx-Tu4L._SY344_BO1,204,203,200_
2014 Axiom Business Book Award Winner 
About 7 Lenses  @leadingincontxt  @7Lenses

© 2012 Leading in Context LLC 

Shared Ethical Values: Global Consensus?

Are we Approaching a Consensus About Global Ethics? 

Rushworth Kidder in Trust: A Primer on Current Thinking says that “the work of the Institute for Global Ethics suggests that there are indeed core global values that transcend individual cultures.”

As we struggle day-to-day with what ethics means in business, groups of concerned leaders around the world are studying common ethical values that could clarify ethical behavior and unite us in a common global code of ethics.

Global Values Transcend Boundaries

The Institute for Global Ethics conducted a survey to discover whether or not there are universally shared global values:

“The 272 survey respondents–representing 40 countries and more than 50 faith communities–identified a core of values centering strongly on truth, compassion, and responsibility. This core appears to be largely unaffected by the respondents’ gender, nationality, native language, or religious affiliation.”

Global Values, Moral Boundaries: A Pilot Survey  (download requires registering) The Institute for Global Ethics,

A Global Understanding of  Business Ethics

There are two resources readily available that present ethical values in a global context and provide guidance for ethical corporate behavior.  The Caux Roundtable Principles for Responsible Business and Principles for Responsible Globalization provide benchmarks for ethical corporate behavior and are available free online. Responsible businesses are reviewing them and discussing ways to abide by the principles.

 “The CRT Principles for Business are a worldwide vision for ethical and responsible corporate behavior and serve as a foundation for action for business leaders worldwide. As a statement of aspirations, the CRT Principles aim to express a world standard against which business behavior can be measured.” Caux Round Table Principles for Business at

The CRT Principles of Globalization include new principles for Governments, in addition to the Principles for Business. Just as the Principles for Business, these Principles of Government derive from two ethical ideals: “Kyosei” and “Human Dignity.” The Japanese concept of “Kyosei” looks to living and working together for the common good, while the moral vision of “Human Dignity” refers to the sacredness or value of each person as an end, not simply as a means to the fulfillment of others’ purposes or even of majority demands.”   Principles for Responsible Globalization at

522For more, see new book 7 Lenses and the 21 Question Assessment: How Current is My Message About Ethics?

7 Lenses is a Bronze Axiom Business Book Award Winner in Business Ethics41cEVx-Tu4L._SY344_BO1,204,203,200_
2014 Axiom Business Book Award Winner 
About 7 Lenses  @leadingincontxt  @7Lenses 
© 2011 Leading in Context LLC 
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