Knowledge@Wharton sits down with Fred Kofman, leadership development adviser at Google, to discuss the concepts presented in his work The Meaning Revolution: The Power of Transcendent Leadership. Kofman highlights the differences between material and moral goods and urges leaders to focus more on creating a sense of community, developing a meaningful purpose, and establishing ethical principles.
"An engineering degree is very valuable, but the sense of empathy that comes from music, arts, literature, and psychology provides a big advantage in design," claims Harvard Law School Fellow Vivek Wadhwa. Technological advances in medicine and artificial intelligence propel our society forward; however, design and creativity are what make new innovations successful. Wadhwa explores the symbiosis between the humanities and engineering.
How can leaders recognize ethical competence, and motivate staff to acquire and apply it? Carnegie Mellon University Professor John Hooker offers three stages of identification: heteronomy, ideology, and autonomy. These stages, which parallel social and cognitive development, can help leaders build and maintain social infrastructure on ethical foundations.
Leaders can increase team productivity by capitalizing on the progress principle—"the human desire to feel that one is making progress on work that matters." Jennifer V. Miller discusses the ways in which celebrating small wins can provide momentum towards larger team goals: "As a leader, it’s up to you to help connect the dots between team members’ wins and the value their work provides to your company and customers. In the process, not only will your team members experience satisfaction, their output will improve as well."
Are you challenged with the task of motivating your staff? Mark Ellis offers advice for overcoming team-leadership burnout. Ellis argues that leadership growth begins when you: take time off to reflect on the purpose of your work, meditate, embrace your flaws, and build individual relationships with your staff.