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Principled Leadership: A Model for the "Reset" Economy

Deborah Merrill-Sands
Dean, Simmons School of Management

In 2008, the world turned upside down. Today, in the aftermath, we can no longer rely on many of the "truths" that have served as our ballast, shaped our understanding and judgments, and guided our site lines into the future. As Jeffery Immelt, CEO of General Electric, recently declared, "This economic crisis doesn't represent a cycle. It represents a "reset" -- an emotional, social, economic reset. People who understand that will prosper. Those who don't will be left behind."

I agree. And, yet, it is curious that in all the reflections on the economic crisis there has been little discussion of its implications for organizational leadership.

I believe that the "reset" reality calls even more boldly for the model of leadership we have been promoting at the School of Management - principled leadership. Of course, we need leaders who hold themselves accountable for short-term results. But we need them to do more. We need leaders who measure their success by the enduring viability of their organizations and the impact that their organizations have on strengthening our economy, our society, and the resources we bestow to future generations.

We have imbued our curriculum with this model of principled leadership and we are preparing our graduates for the challenges and opportunities of the "reset" economy.

My full essay on Principled Leadership: A Model for the "Reset" Economy appeared in the September issue of Women's Business/Boston Herald and can be accessed here.

Follow me on twitter at dmsands1