Leadership & World Benevolence
Basically, benevolence means a concern for the well-being of persons other than oneself. Benevolent leadership is
defined as the process of creating a virtuous cycle of encouraging, initiating, and implementing positive change in
organizations through: a) ethical decision making and moral actions, b) developing spiritual awareness and
creating a sense of meaning, c) inspiring hope and fostering courage for positive action, and d) leaving a
legacy and positive impact on the larger community.
Benevolent leaders are those who create observable benefits, actions, or results for the common good. Benevolent
leaders are those who create observable benefits, actions, or results for the common good. The term―common good
is used in the sense of shared benefits or positive outcomes for all or most members of a community.
Leadership & World Benevolence
Benevolent leaders exemplify wholehearted and genuine actions at work that benefit people around them. Therefore,
they have an inclination to do good, to do kind or charitable acts due to a felt obligation to use their developmental
and intentional attributes of love and charity.
As organizations in private, non-profit, and public sectors are attempting to address ethical, spiritual,
transformational, and social challenges; benevolent leadership model can provide leaders with a fresh perspective on
addressing and solving these challenges. Second, benevolent leadership model underlines the importance of specific
dimensions of corporate environments – a shared mission, a shared sense of purpose, high-quality connections, and
a positive organizational culture – that support creating positive change in organizations.
Organizations can provide leadership development programs and training that fosters a benevolent leadership
perspective and disseminates―best practices of benevolent leaders who have succeeded in creating positive
change.
Leadership & World Benevolence
The concept of benevolent leadership is distinct from other leadership concepts because of its central emphasis on
creating observable benefits, actions, or results for the common good. The common good is also defined as the
overall conditions, outcomes, or advantages in social-life that are beneficial for the whole community.
Benevolent leadership can be defined as the process of creating a virtuous cycle of encouraging, initiating, and
implementing positive change in organizations through: a) ethical decision making and moral actions, b) developing
spiritual awareness and creating a sense of meaning, c) inspiring hope and fostering courage for positive action, and
d) leaving a legacy and positive impact on the larger community.
http://www.benevolentcapitalism.com/
Leadership & World Benevolence
The crisis of confidence in leadership in organizations has become a matter of intense concern in the corporate
world. First, benevolent leadership implies that leaders should consider and balance all four perspectives in their
decisions and actions: ethical, spiritual, transformational, and social.
The multidimensional requirements and concerns for the common good in organizations present particular difficulties
for leaders. The new challenges call for a new level of courageous, principled, and integrative leadership which
balances ethical, spiritual, transformational, and social concerns at the same time.
The vitality and utility of benevolent leadership model is based on the insight and integrative picture the model
provides leaders in their decisions and actions at work. Without such integration on a substantial level of nuanced
thinking and balanced action, leaders may be confronted with the threats of facing analysis paralysis and making
partial decisions.
Therefore, benevolent leadership model explicitly recognizes and underlines the importance of a leader‘s ―heart-
sets as critical as the leader‘s mindsets in the workplace. In the context of the global economic crisis; ethical
sensitivity, spiritual depth, positive engagement, and community responsiveness represent the critical heart-sets of
leaders who want to leave a positive legacy behind them.
The usage of these four critical heart-sets of benevolent leadership will be a critical success factor in leading positive
change and creating common good in organizations in the 21st century.
For more information on “Benevolent Leadership” go to and take a look at the Doctoral thesis of Fahri Karakas. – https://www.researchgate.net/publication/41662926_Benevolent_leadership?enrichId=rgreq-ae500e94500c0d9022b72c44748fa97d-XX&enrichSource=Y292ZXJQYWdlOzQxNjYyOTI2O0FTOjEwMzk0Njk4MzA1MTI3OUAxNDAxNzk0MzAxMDEw&el=1_x_2&_esc=publicationCoverPdf
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