Chapter 2 Fullan (p. 11-38) is about moral purpose, firstly of the individual (in our case the TL) and secondly of the organisation (our schools and libraries). Every leader to be effective must have moral purpose. "To strive to improve the quality of how we live together is a purpose of the highest moral order (p.11).
Moral purpose:
- its acting with integrity, reliability, with a sense of purpose, moral excellence.
- authentic leaders have distinctive style, substance and moral underpinnings (ideas, values, commitments). They are morally diligent in advancing the organisations they lead. They display character - the defining characteristic of leadership.
- cooperative groups thrive, and selfish ones do not.
- effective people are driven by self-centred & unselfish motives - "motivational pluralism" & "both egoistic & altruistic ultimate desires". Most have mixed motives - that's OK.
Leaders who work on all five qualities of leadership as discussed by Fullan are "steeped in moral purpose".
Moral purpose must be accompanied by strategies for realising it - strategies are leadership actions that energise people to purpose a desired goal. Inspires people to achieve - creating a sense of purpose & direction. Need to enthuse staff that the change will make a difference in their organisation.
To be effective, leadership has to:
- have a make-a-difference sense of purpose
- use strategies that oblige people to tackle tough problems
- be accountable by measured indicators of success
- be ultimately assessed by the extent to which it awakens intrinsic commitment - the mobilizing of everyone's sense of moral purpose.
- change mandated from the top down (external commitment) can result in burnout.
- make sure people involved in carryout the strategies feel part of the success.
ORGANISATIONS & MORAL PURPOSE
- Long-lived organisations (more than 50 years) have a strong sense of purpose & are adaptive to their environments without compromising core ideals.
- Such companies help their members to expand their potential & achieve their individual goals - this is in the company's self interest and helps create the organisation's potential.
- moral purpose is what infuses an organisation with passion and purpose.
MORAL PURPOSE and sustained performance of organisations are mutually dependent.
Leaders who combine a commitment to moral purpose with a healthy respect for the complexities of the change process will be more successful and unearth deeper moral purpose.
Thoughts on moral purpose/synthesis of thoughts:
Moral purpose is a key ingredient in organisations. To do one's job with conviction which seeks the overall good of society is rewarding and leads to a stronger work ethic and effort. Conscientious leaders are aspiring to uphold moral purpose.
As an up-and-coming school leader is great to know that we are being encouraged to pursue moral purpose on a human level of leadership and now just on knowledge of how to go about doing things.
Fullan suggests that there is a clear distinction between leaders and managers. Leadership is needed for problems that do not have easy answers. Therefore, leaders are not just good mangers - they have an important responsibility to ensure that people are aware of problems and the need to change and also to address them in a way that will bring about the best possible response from their employees as possible.
Leaders are MORE than just managers. Leadership is not mobilising others to solve problems we already know how to solve, but helping them to confront problems that have not yet been addressed successfully.
An important thing struck me during my readings of moral purpose. If I am to be an effective leader I need to be aware that if I am to lead others that I not just aim to solve problems they can see and know how to answer. It is important to direct their awareness to see and understanding that there may be problem that currently exist or future problems that there are no solutions available and that all need to work collaborative on.
Fullan, M. (2004). Moral Purpose. Leading in a culture of change: Personal action guide and workbook. San Francisco: Jossey-Bass.
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