Person of character: defining traits and significance

Being a Person of Character
Leaders can be born or made; either way, character is one of the fundamental pillars of effective leadership. A person of character will not automatically become a skilful leader, and likewise, many skilful leaders end up lacking some of the core features of strong or virtuous character. However, character ultimately builds the type of servant leader that creates sustained value for any organization or team. As Davis (2016) defines it, a servant leader “lives, loves, and leads by conscience- the internal moral awareness of what is right and what is wrong,” (p. 1). A leader who lacks moral character may enjoy temporary successes but will ultimately miss the mark in making a meaningful impact on the world.
Character-driven leadership inspires trust, and is also based on building trust within the organization. The character-driven leader trusts others, thereby empowering them in the manner of transformational leadership. Being a person of character also means possessing “the humility and ability to empower others,” (Roberts, 2016, p. 259). No leader achieves goals alone; the definition of leadership means having followers, a team comprised of individuals who have faith in the ability of the leader to achieve desirable goals and make the world a better place through systematic effort and action. Even when a leader goes against the grain or thinks outside the box, that person inspires trust and respect because of their innate character. Being a person of character therefore also means deserving respect, not demanding it, and also respecting others in return (Patrick, n.d.). A servant leader puts others before the self, taking the ego out of decisions related to the team or organization.
Morality is inherent to being a person of character. A person of character is someone who does not diverge from ethical standards or principles, even if it may mean temporary setbacks. Interestingly, I have known leaders who lost the faith of some of their followers when they chose to go the moral route. Their decision to act in accordance with higher ethical principles amounted to risk-taking: and this individual did almost lose their position of power due to their choice to sacrifice short-term financial gains for long-term moral responsibility. Some members of the organization were more utilitarian in their philosophical outlook; whereas this leader remained firm and resolute. The leader was a person of such strong moral character that they were even willing to sacrifice their own job if it meant leading others towards a vision for a better future for the organization. In the end, people like me, and the others who shared the leader’s vision, remained committed and loyal to the overarching ethical principles. We ended up transforming the organizational culture and steering the company towards a policy of corporate social responsibility that now defines our brand. Therefore, I have seen first hand how being a person of character can be risky but will ultimately yield rewards.
Character ethics and virtue ethics illustrate the core tenets of servant leadership. A person who does not make decisions based on external rules is a person whose moral character has become strong enough to withstand even the most challenging obstacles. Similarly, a person who is not driven by materialistic goals or selfish ends but by the genuine desire to do good is one who I would choose to follow. Reflecting on the first pillar of leadership, being a person of character, I can recognize how other elements of effective leadership all depend on this one crucial element. If I find that character flaws prevent me from setting a good example for others, I can work hard to change my approach, my ethical framework, and my behaviors. I can also look to virtuous leaders as role models and mentors who can guide me towards improving or strengthening my character. Personal virtue can be cultivated throughout one’s tenure as a leader, developed through character-building events; and even those who have demonstrated unethical behavior in the past can amend their ways and through their trials and tribulations become a beacon of light for others.
References
Davis, C. (2016). Servant leadership and character. https://research.phoenix.edu/research-centers/center-workplace-diversity-research/blog/servant-leadership-and-character-pillar-i
Patrick, M. (n.d.). The role of character in leadership. The Chronicle. https://smallbusiness.chron.com/role-character-leadership-31066.html
Roberts, G. (2016). CSLSI servant leadership character, competency, and skill sets. In Working with Christian Servant Leadership Spiritual Intelligence, Palgrave Macmillan, New York, pp. 259-292.