Glossary of Terms
TERM
DEFINITION AND CONTEXT
A leader’s commitment to aligning organisational success with the wellbeing of all stakeholders and the planet, integrating ethical and sustainable considerations as a driving force for action.
MORAL AMBITION
A practice that assesses the gap between the intention behind an action and its actual impact on employees, requiring active listening to recognise unintended consequences (a pillar of Consistency).
INTENTION–IMPACT ANALYSIS
A strategic framework aimed at promoting fair representation (Diversity), equitable treatment (Equity), and an environment in which all individuals feel respected and valued (Inclusion).
DEI (DIVERSITY, EQUITY, INCLUSION)
A leadership style in which individuals act in alignment with their core values, characterised by self-awareness, transparency and an internalised moral compass.
AUTHENTIC LEADERSHIP
A neuroscientific framework (David Rock, 2008) identifying five domains of social experience that activate the brain’s threat–reward circuitry: Status, Certainty, Autonomy, Relatedness (belonging), and Fairness.
SCARF MODEL
A category of neurons that activate both when an individual performs an action and when they observe another person performing the same action. They are considered a neurological basis for empathy (foundation of Consideration).
MIRROR NEURONS
A shared belief within a team that interpersonal risk-taking (asking questions, admitting mistakes) is safe. It is a prerequisite for learning and innovation (foundation of Confidence).
PSYCHOLOGICAL SAFETY
A theory (R. Edward Freeman, 1984) asserting that an organisation should create value for all its stakeholders (employees, customers, communities, etc.), not solely for its shareholders (foundation of Consideration).
STAKEHOLDER THEORY
49 THE 7C LEADERSHIP COMPASS FOR MORAL AMBITION 2025 JONATHAN NORMAND. CREATIVE COMMONS LICENSE
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