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Wendi D. Sparling
There is an expectation that leaders are responsible for and to those being lead. Decisions
being made can be impactful for those involved. Those decisions are not always favorable or
popular. Those in leadership are expected make decisions in a wise, decisive manner. Sometimes
these decisions are divisive, but should be just and done in earnest. Principled decision makers
have clarified and established their ethical boundaries and are committed to honoring those
boundaries, yet are thoughtful in their objective considerations. Despite circumstances they are
the ability to maintain the delicate balance between collaboration, teamwork and shared decision
making while still honoring what is considered right and true. Principled decision makers are
concerned with character and commitment. Collaborative, yet decisive problem solving involves
intentional consideration that is both pragmatic and subjective. Their decisions are not made
lightly, but with thoughtful consideration. Known for careful analysis between what is felt and
Morals, values, and ethics are also incorporated in several different leadership theories
that are of interest to a principled decision maker. Authentic, transformational, and servant
leadership theories contain a moral and ethical component (Northouse, 2016). Ethical leaders are
concerned with respect, service, justice, fairness, honesty, and building community (Northouse,
2016). What is instinctive and instinctual to a principled decision maker is influenced by maker’s
ethics and morals. Ethics is “concerned with what leaders do and who they are” (Northouse,
2016, p. 330). Ethics provide the basis for what it means to be a “morally decent human being”
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(Northouse, 2016, p. 330). Central to ethical leadership is the concern for treating others with
“dignity and respect - as human beings with unique identities,” (Northouse, 2016, p. 336).
Seeking to align their personal values with that of the organization, principled decision
makers have clarified who and what they believe. Authentic leaders are concerned with values
alignment for both themselves and their followers (George, 2015 & Northouse, 2016). Authentic
leadership is concerned with self-awareness and truly understanding what and how experiences
have shaped an individual as a person and as a leader (George, 2015). Authentic leadership
Intuitive analysis also comes from experience. Authentic leaders have established non-
negotiables through reflection on their crucible moments (George, 2015). Crucible moments are
the challenging trials that cause doubt, disappointment, and despair (George, 2015).
Understanding the response to crucible moments help define and shape who a leader who will
potentially become. Described as “adaptive capacity” (p. 44-45), crucibles provide learning
opportunities for a leader to engage in knowing more about oneself, others, and need for
necessary changes (Thomas, 2008). It is through understanding these crucible moments that a
leader will truly understand their values (George, 2015). Leaders need to be clear about their
own guiding principles before they can expect the same of others (Thomas, 2008). This is
shared decision making and team building. Servant leaders know that “people need to
understand, see the purpose, be in personal alignment, and be willing and able to do what is
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requested,” (Keith, 2015, p. 48). Authentic leaders ultimately, concern is in assisting followers in
When input is needed or desired, a principled decision maker should be willing to listen.
Objective decision making encourages outside perspective. Encompassed in this is the idea of
openness. Openness allows for creativity, innovation, and allows for conflicting viewpoints
(Preskill & Brookfield, 2009). These are all beneficial for inclusive decision making as it
promotes possibilities. A leader should be willing to consider all aspects and implications.
“Becoming critically reflective also raises our chances of taking informed leadership actions,”
Additional leadership concepts like situational approach also inform decision making.
This approach involves a supportive and directive leadership styles that is in alignment with any
given situation (Northouse, 2016). Communication styles also differ depending on the situation.
Situational approach leaders know when to ask for input and when to be decisive.
Interpretation of knowledge.
are generally a result. My ability to think, make wise decisions, and have the emotional
intelligence to have meaningful interactions with others are difficult endeavors when emotive
rather than intelligently and intentionally reflective. It hinders my ability to effectively lead, be
collaborative, and respectfully speak truth with conviction. Tempering righteous indignation with
what is actual truth can be a considerable challenge for someone with strong moral conviction.
As a Christian leader, it is important to be in alignment with God’s will and purpose (Keller,
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2012). Leading as a follower of Christ in culture or context that does not share that conviction
can be a challenge. Living out Romans 12:1-21, knowing His good and perfect will, and living to
His expectation requires prayer, contemplation, and community (Chittister, 1991). It eludes to “if
you are in a place where your values fit, you’re better than most to take on challenges and
succeed...you’ll have a foundation of trust and security that come from knowing that you are in
Application of knowledge.
Weighing various options against personal convictions are common place for a principled
decision maker. Personal application of this competency was recently demonstrated in making a
quick health decision about a beloved family pet, Fudge (see Figure 1). An emergency
veterinarian visit revealed a potentially fatal condition that needed immediate treatment. Facing a
significant financial obligation with potentially little hope, there was little time to contemplate
the options. Advice was to put her down. Determining that her life had value and was significant
enough to attempt treatment, decisions were made very quickly. Fortunately, as tests later
revealed, the doctor was incorrect. Experience provided valuable insight on intuition, objectivity,
and faith. What seems reasonable is not always the best decision.
consultation and collaboration as to the efficacy and need, I made the decision to move forward.
Unfortunately, as it sometimes happens with principled decision making, this was not the correct
course of action. The decision is no longer relevant to the present circumstances. As emails
indicate, there was sufficient and reasonable subjective and objective consideration regarding
timing and necessity (see Figure 2). Learning experiences revealed that sometimes the most well
Although I employ my knowledge and skill set as a principled decision maker regularly
in making my own personal decisions, rarely is there opportunity to formally utilize and develop
(EQ) as related to my ability to be assertive, yet collaborative. Taking initiative without being
perceived as arrogant or pushy and without positional support can be a challenge. There have
been times that speaking up has been discouraging process. My desire is to be truly heard,
acknowledged and valued for what I can contribute intellectually by offering differing
perspectives and do likewise for others. Admittedly, this has been an oft repeated and articulated
goal. Of interest are the Self-Management strategies as identified by Bradberry and Greaves in
2. 12. Focus Your Attention on Your Freedoms, Rather than Your Limitations.
Starting with these first four can begin now. Working through the suggestions offered,
2. At least once a week take the time to intentionally think about and journal the progress.
References
Behar, H. (2009). It’s not about the coffee. Lessons on putting people first from a life at
Bradberry, T., & Greaves, J. (2009). Emotional intelligence 2.0: The world’s most popular
Chittister, J. (1991). Wisdom distilled from the daily. Living the rule of St. Benedict today. San
George, B. (2015). Discover Your True North, Revised and Updated. Hoboken, NJ: Wiley.
Northouse, P.G. (2016). Leadership: Theory and practice (7 ed.). Los Angeles, CA: SAGE
th
Preskill, S. & Brookfield, S.D. (2009). Learning as a way of leading. Lessons from the struggle
Figures
(Fig 2. As the screen shot indicates, this was one of 81 emails between departments.)