A significant tranche of popular, business and academic literature
increasingly points to the need for ‘courageous leadership’. Leadership is
crucial in times of change, and it is in such times that prevailing paradigms
and approaches may need to be challenged.
Based on the discussions at Mentoring Circles, courage may be required
to speak up when:
- Unethical behaviour is
evident in the Board, collectively or within individuals.
- The existing strategy or
vision becomes obsolete, for a variety of reasons.
- Poor governance is being
- Personal agendas are
affecting company performance or risking company reputation.
- Stakeholder demands and
shareholder demands are apparently in conflict.
- A Director’s personal
values are conflicted by the company values or behaviour.
King Code of
Governance principles (King III)
- Principle 1.1: the board
should provide effective leadership based on an ethical foundation
The actual individual problems to be mentored will be raised during the
Circle. The following are intended to serve as thought-starters only:
- What helps Directors to be
- What impedes the expression
of courage when it is needed?
- What is put at risk –
personally and organisationally - when Directors are courageous?
- How do Directors get
support in being courageous?
- How do Directors determine
when to speak up or not?
- What are the qualities of a
- Should courageous
leadership be rewarded by companies?