PEDAGOGY
Cultivating authenticity in supportive groups At Lancaster, we seek to develop authentic leaders through the implementation of leader support groups, drawing on existentialism and the principles of True North Groups, as developed by Harvard Business School executive fellow Bill George. These small, intimate groups provide a supportive environment for students to explore their personal values, develop a clear personal purpose and support each other in their leadership journeys through meaningful dialogue. They serve as a resource to enable leaders to live and lead more authentically, helping them stay aligned with their values amid the complexities of modern life and work. Through facilitated workshops, students form leader support groups built on a foundation of trust and confidentiality. Groups self-select their membership and meet regularly throughout the programme to engage in deep, meaningful conversations about their professional and personal challenges, reflecting on their values and ethical responsibilities. Members commit to creating a safe space where they can share experiences, challenges and aspirations without fear of judgment or repercussions. This environment fosters peer support, with group members offering feedback, encouragement and accountability to help individuals stay true to their values and goals, especially when facing complex decisions or ethical dilemmas. Participants reported often feeling conflicted and uncertain about their decisions before joining their leader support group. They also said that the approach provided them with the tools to understand their values and act with greater integrity. The support and honest feedback from group members is certainly invaluable in helping leaders navigate complex ethical dilemmas and stay true to their purpose. It is notable, therefore, that participants also report that their group serves as a safe space for vulnerability, encouraging them to be increasingly open and candid at the same time as combatting the loneliness of senior leadership responsibility. The mutual trust within these groups creates a valuable support system through which participants feel able to explore otherwise intractable issues
through their peers listening, questioning and challenging. These opportunities to test and develop their values and principles enable participants to grow as individuals and as leaders. Deriving such benefits from the group takes commitment and not all groups continue to meet for the whole programme. Participants cite the intensity of the course, the demands of assignments and personal responsibilities as factors affecting the group’s ability to meet regularly. In addition, working at this deeper level requires a level of trust that must be developed to deliver benefits. Despite these challenges, some members continue to interact through other channels, such as shared tutorial groups, as well as going on to develop personal relationships that embrace the principles of leader support groups. The school’s initiative set out to promote reflective and reflexive practices to cultivate self-awareness and values‑based leadership. However, participants have embraced the opportunity to explore existential questions about their purpose and values, developing a clearer sense of what truly matters in their career and life. Regular reflection and feedback help individuals gain a deeper understanding of their true selves, their motivations and their leadership style. Instituting integrity, purpose & impact The future of leadership lies in the hands of those who lead with authenticity, guided by a clear purpose and unwavering values. The journey towards authentic leadership is an ongoing process that requires continuous reflection and adaptation by educators and students alike. Authentic leaders are not simply effective business professionals; they are individuals who inspire trust, foster collaboration and drive positive change within their organisations and communities. Developing ethical leaders requires a deep commitment to personal growth and the creation of environments in which students can explore values, confront biases and build resilience. This transformative process not only prepares leaders to stay true to their principles in the face of adversity but also cultivates individuals who positively impact society. Such leaders prioritise authenticity and purpose, striving to create inclusive and sustainable cultures that enhance the wellbeing of employees, customers and the broader community. At the end of the day, their success is measured not just by financial gains but also by their significant contributions to societal wellbeing. By embracing this mission, business schools have the potential to produce a generation of leaders who are equipped to lead with integrity and purpose. These leaders will be adept at balancing the demands of their roles with the need to maintain their ethical standards, thus setting a powerful example for others to follow. By fostering a culture of authenticity and purpose, business schools can help shape a future where leadership is synonymous with positive impact and social responsibility, ultimately contributing to a more just and equitable world.
Ambition | OCTOBER 2024 | 29
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