As a result of my experience, I was surprised to learn that a study by Ivey Business School found that Temperance was one of the lowest ranked dimensions of character in a survey of employees at North American MNC’s, ranking the perceived importance of the 11 character dimensions.
And that's why -- whether you can forgive Fastow or not -- we should all thank the former CFO of Enron. Simply put, he sends future leaders a message that they are not getting from politicians involved in the Duffy affair.
As a leader, Tim has spent considerable time thinking about his personal mission. That self-definition has changed over time. Recently, he developed a novel construct: the aspiration to be a good ancestor.
While character may often feel subjective, intimate, or tricky to talk about and develop, it must make its way into leadership and development discussions. There are ways to make it easier. Ivey’s leadership model is one such way.
Say the words “Fashion Television” in Canada and only one name comes to mind. I'm sure you all know who I'm talking about. Having become synonymous with her trade, Jeanne Beker has achieved a rare degree of fame.
Character needs to be embedded in organizational systems and processes to ensure that it receives the same profile as competencies in organizations. The challenge for organizations is to deliver on character awareness, assessment and development. At the Institute we relish this opportunity.
Everybody knows it is important for leaders to show confidence and competence. But good leadership requires more than that. As management guru Jim Collins put it, a good leader combines both humility and fierce resolve.
Character is a critical element of leadership, but it does not get the attention afforded to competency. Research by Ivey Professors Mary Crossan and Gerard Seijts is changing the nature of the conversation about good leadership by elevating the value of a leader’s character.