The key is that word and deed must match. Each one of these values is a very, very big idea with many implications. These values are humility, respect, honesty, and the commitment and ability to do the hard right thing. There are four values that are foundational, and if they are not present other elements cannot compensate. Moral authority is rooted in leaders who adhere to a set of positive values in their deeds and words. Over time, the lack of strong moral authority in the leadership is fatal to the enterprise or country. Lack of moral authority in leaders breeds distrust, creates cynicism and kills initiative throughout the organization. Moral authority is not easy to define precisely, but like many things, you know it when you see it, or especially when you do not. People want to be inspired, feel they are part of something bigger than themselves, and know that they are valued as unique, precious individuals. My experience says people and organizations have a very difficult time sustaining operational excellence, succeeding strategically, and delivering on the firm’s mission led by those whose authority is rooted only in the formal elements discussed earlier. Moral authority is absolutely necessary to be a truly impactful leader who is a force for good. Certainly they have power but true leadership, credibility, and effectiveness must be earned and sustained through moral authority. Too many leaders think that their job title, their large ownership stake or their having founded the organization, automatically establishes them as effective leaders. While formal authority arising from society’s organizing structures, along with expert subject matter knowledge can create a powerful basis from which to exercise leadership, these are not sufficient to be a truly effective leader. Should we be secure as leaders that by playing by the rules and relying on our formal and expert authority, that all will be well? No. We talk about power that comes from ownership, legal rights, elected position, place on the organizational chart, ability to hire, fire, reward, and promote. We talk about power that comes from expert knowledge – think of the many technical or legal advisors you will encounter. We study the formal authority that comes from power of position- think corporate governance. We explore many aspects of leadership at HBS. His comments on moral authority arose on Morning Joe in the context of the political world, yet his thoughts bear reflection for anyone who seeks or occupies a leadership position. He is a widely acclaimed author and columnist, winner of three Pulitzers and now serves as the “Foreign Affairs” columnist for the New York Times. If you’re not familiar with Friedman, you should be. Thomas Friedman got me thinking the other day when, in a surprisingly agitated commentary (he’s usually pretty calm and measured) he talked about the difference between formal authority and moral authority.
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