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29 - Wise Leadership

from Part VII - Wisdom in Action

Published online by Cambridge University Press:  15 March 2019

By
Bernard McKenna  and
David Rooney
Edited by
Robert J. Sternberg  and
Judith Glück
Robert J. Sternberg
Affiliation:
Cornell University, New York
Judith Glück
Affiliation:
Universität Klagenfurt, Austria
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Summary

Because widespread discontent about the poor quality of business and political leadership can undermine organizational effectiveness and trust, it is vital that we identify sound principles of action. Such principles are provided by adopting a Social Practice Wisdom, which goes beyond psychological definition to incorporate virtuous behavior as its core principle. While it is vital that leaders have technical knowledge, the capacity for wise judgment as a leader requires phronesis, which draws on virtues such as humility, courage, self-restraint, and magnanimity, and a clear commitment to the longer-term benefit of society. Guiding this are five principles of Social Practice Wisdom, which are elaborated. It is vital that leaders embody virtue rather than simply espouse it; they do this by adopting the habitus of embodied virtue, the co-terminus of mind, body, and values. In a complex and changing world, wise leaders must be able to tolerate ambiguity and be open to experience, vital components of wisdom. Undermining the capacity for wise judgment is the increasing codification and regulation of behaviors, which paradoxically limit the potential for effective judgment.
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The Cambridge Handbook of Wisdom , pp. 649 - 675
Publisher: Cambridge University Press
Print publication year: 2019

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