Organizations Leaders Virtuous Mark Brooker Jeffrey W 428350

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Organizations and leadership play a crucial role in shaping a sustainable and ethical future for global society. Business leaders have emerged as influential global citizens who understand the interconnectedness of nations and the importance of societal health and environmental preservation. This awareness fosters a sense of shared responsibility towards humanity and the planet, positioning business as a key driver in transforming society into one that benefits everyone.

Contemporary shifts in societal paradigms challenge traditional views about the purpose of organizations. Historically, the dominant focus was maximizing shareholder value, often at the expense of virtues and ethical considerations. However, recent research underscores the importance of the "how" of business—its ethical conduct and virtuous practices—in fostering long-term sustainability. Studies by Pawar (2016), Caldwell and Hayes (2016), and Yaacoub (2016) demonstrate that organizations emphasizing values-related leadership and moral character tend to perform better and sustain themselves over time. Business ethics has thus been integrated into academic programs, acknowledging that character and integrity are fundamental to organizational success and societal trust.

Leadership theories have evolved from the early Great Man Theory to trait, behavioral, contingency, transactional, and transformational models. While each contributes valuable insights, most lack an inherent Christian perspective, which is vital for aligning leadership with divine principles. Without including God's central role, these models fall short of the full moral and spiritual dimensions that underpin virtuous leadership. Static, rule-based models are increasingly inadequate in today's rapidly changing environment. Principles rooted in Scripture offer timeless guidance applicable across diverse contexts, emphasizing virtues that transcend fleeting trends.

The DeVoe School of Business has recognized this need and developed the Virtuous Business Model, synthesizing secular leadership theories with Scriptural wisdom. This model describes both virtuous leaders and organizations, focusing on virtues that align with kingdom values. At its core, virtue signifies moral excellence, encompassing qualities such as honesty, respect, courage, forgiveness, and kindness. Such virtues are cultivated through intentional effort and divine grace, leading individuals to act according to principles despite personal costs, thus embodying authentic morality.

For Christian leaders, virtue is centered on Christ, whose example embodies integrity, compassion, and humility. The Virtuous Business Model employs the Be-Know-Do (BKD) framework, which correlates with Scripture’s emphasis on loving God with all one's heart, soul, and strength (Deuteronomy 6:5). This holistic approach involves three domains: spiritual, personal, and professional, each associated with specific virtues—character, respect, and integrity respectively. The spiritual domain emphasizes character, critical thinking, and courage; the personal domain focuses on respect, relationality, and reconciliation; the professional domain highlights integrity, inspiration, and inclusiveness.

Organizations founded upon virtuous principles aim to build spiritual, social, and economic capital. Spiritual capital involves being centered on Christ, creative, and compassionate. Social capital includes sincerity, supporting collaboration, and serving others. Economic capital is cultivated through adherence to biblical principles, proficiency in operations, and discernment of what is morally profound. Virtuous organizations prioritize people over profits, ensuring that their pursuit of economic goals aligns with ethical standards and biblical mandates.

The importance of embedding virtue-based leadership in business cannot be overstated, especially considering the moral failures of corporations and governments in recent decades. These failures serve as cautionary tales about the dangers of neglecting spiritual and moral foundations. Conversely, organizations that honor God through virtuous conduct contribute to the expansion of God’s kingdom and generate sustainable value for stakeholders. Future developments include integrating the Virtuous Business Model into academic curricula and practical leadership training, fostering a new generation of kingdom-centered business leaders committed to virtue and societal betterment.

Paper For Above instruction

The role of virtuous leadership in contemporary business is increasingly recognized as essential for sustainable success and societal well-being. In the evolving landscape of global commerce, leaders are called not only to achieve economic objectives but also to embody moral virtues that reflect divine principles. This shift underscores the importance of integrating spiritual values into organizational practices, forging a moral compass that guides decision-making beyond mere profitability.

Historically, leadership theories such as the Great Man, trait, behavioral, contingency, transactional, and transformational models have provided frameworks for understanding effective leadership. Yet, most lack a divine perspective, which is critical in Christian leadership contexts. Without Christ at the center, leadership models risk being superficial or disconnected from the moral foundations necessary for true virtue. Static rule-based approaches also falter in dynamic environments; instead, principles rooted in Scripture offer timeless guidance adaptable to contemporary challenges.

The DeVoe School of Business’s Virtuous Business Model addresses this gap by merging secular leadership insights with biblical virtues. It emphasizes that authentic leadership is characterized by qualities such as honesty, respect, courage, forgiveness, and kindness—all rooted in Christ's example. Cultivating these virtues requires deliberate effort, spiritual discipline, and reliance on divine grace. For Christian leaders, virtue manifests in actions aligned with God's will, embodying integrity, compassion, and humility in all spheres of influence.

The BKD framework—Be, Know, Do—serves as a practical guide for developing virtues in leadership. The 'Be' aspect emphasizes character, reflecting the moral state of the leader, while 'Know' pertains to wisdom and knowledge rooted in Scripture and experience. 'Do' emphasizes action—inspired by faith—to serve, inspire, and include others, cultivating a leadership style that is relational, inclusive, and servant-hearted. These virtues are cultivated across three domains: spiritual (character, critical thinking, courage), personal (respect, relationality, reconciliation), and professional (integrity, inspiration, inclusiveness).

In organizational contexts, these virtues translate into practices that promote spiritual, social, and economic capital. Spiritual capital is built by fostering Christ-centeredness, creativity, and compassion; social capital through sincerity, synergy, and service; and economic capital through principled conduct, proficiency, and discernment of what is morally profound. Such organizations prioritize people over profits, ensuring their mission aligns with biblical principles and societal needs.

Embedding virtue-based leadership into business practice addresses the moral failures that have marred corporate and government sectors, especially in recent decades. Organizations committed to biblical virtues tend to build trust, foster sustainable relationships, and promote societal moral health. They act as agents of positive change, exemplifying that the pursuit of economic success does not have to come at the expense of ethical integrity. Moving forward, incorporating the Virtuous Business Model within academic and professional settings will nurture leaders equipped to navigate complex global challenges with moral clarity grounded in faith.

References

• American Council on Business Schools and Programs (ACBSP). (2016). Business ethics curriculum standards.
• Caldwell, C., & Hayes, L. A. (2016). Self-efficacy and self-awareness: Moral insights to increased leader effectiveness. Journal of Management Development, 35(9), 1129-1147.
• Northouse, P. G. (2016). Leadership: Theory and practice (7th ed.). Sage Publications.
• Pawar, B. S. (2016). Workplace spirituality and employee well-being: An empirical examination. Employee Relations, 38(6), 750-794.
• Comte-Sponville, A. (2001). A small treatise on the great virtues (C. S. Smith, Trans.). Henry Holt and Company.
• Winn, B. (2012). Interview with Kim Cameron. People and Strategy, 35(4), 12-14.
• Weber, M. (2008). Reflections on the “Be, Know, Do” model of leadership development. Reflection on leadership. Retrieved from reflections-on-the-be-know-do-model-of-leader-development/
• Yaacoub, H. K. (2016). Authenticity: Sustainable benefits beyond performance. People and Strategy, 39(4), 47-49.
• Christianson, M. K. (2017). Virtue ethics and organizational behavior. Journal of Business Ethics, 145(2), 215-231.
• Ford, J. (2018). Biblical principles in leadership: An ethical perspective. Journal of Leadership Studies, 12(3), 45-55.