Purposeful Organisations (Purposeful Leadership – Part 9)

In the previous articles, we explored the first two branches of purposeful leadership: self and people. In this post, we turn to the third and final branch, purposeful organisations. If purposeful leadership begins with the individual and extends to teams, its ultimate expression is in organisations that are guided by purpose rather than vision.

Beyond Vision: Why Purpose Matters

Traditional organisations often define themselves through vision statements, aspirations of what they want to become. While visions can inspire, they are frequently inward-looking, focused on growth, dominance, or profitability.

Purposeful organisations, by contrast, start with a deeper question: Why do we exist? The answer is not about market share or shareholder value; it is about contribution to the flourishing of life. “Flourishing workplaces require the re-creation of organisations to give life to a truly postmodern era of collaboration in order to facilitate organisations to flourish on this planet for future generations” (De Silva, 2024).

Purpose is not an add-on, like corporate social responsibility (CSR). It is not a department or a project. It is the organising principle of the entire enterprise. Every policy, process, and decisions flow from the purpose. Every role is designed to serve it. Every strategy is evaluated against it. Purpose becomes the compass that guides the organisation through daily decisions, complexities and change.

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Developing Purposeful People Leadership (Purposeful Leadership – Part 7)

In the previous article, we explored the concept of purposeful people leadership and its importance. In this post, we delve into how leaders can intentionally develop purposeful people leadership, an approach that transforms teams and organisations by aligning individual purpose with collective contribution.

Purposeful people leadership begins with the leader’s own sense of purpose. When leaders connect their role to their higher purpose, they begin to see their primary responsibility not just as managing tasks, but as developing their team members, purposefully. This shift in perspective changes everything. The team is no longer a means to an end; it becomes the very reason for leadership. The leader’s purpose expands to include helping team members discover their own purpose and align it with meaningful roles.

This development process starts with purposeful conversations. Leaders engage with team members to understand their aspirations, strengths, struggles, concerns about their world and values they aspire to live by. They help individuals reflect on their personal purpose, articulate a purpose statement and explore how it can be expressed through their work. When people are placed in roles that resonate with their purpose, they flourish. Their contribution becomes authentic, passionate, and sustainable.

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The Complexities of Purposeful Self-Leadership (Purposeful Leadership – Part 5)

The image depicts the complexities encountered when attempting to enact purposeful self-leadership
Illuminating Purpose Amidst Complexity

In the last post, we explored how to develop purposeful self-leadership by articulating a purpose statement and taking small, meaningful steps to live in alignment with it. While this process is deeply enriching, it is not without its challenges. In this post, we explore the complexities of attempting to enact purposeful self-leadership in our lives (De Silva, 2024).

Understanding the Notion of Self-Leadership

The idea of self-leadership is inspiring. It suggests that we can take charge of our lives, lead ourselves with clarity and conviction, and live in alignment with our purpose. However, understanding this notion deeply can be complex. Many mix purpose with goals when in fact it is not. A goal becomes more meaningful when it is based on a purpose. It requires us to accept responsibility for our thoughts, emotions, and actions—something that can feel both empowering and intimidating. The concept may seem abstract or idealistic, especially when life feels uncertain or overwhelming.

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Developing Purposeful Self-Leadership (Purposeful Leadership – Part 4)

We explored the notion of Purposeful Self-leadership in the last post, part 3 of this series titled ‘Start with the Self’. Today we explore how to develop Purposeful Self-Leadership and in the next post, we can explore the complexities of such an aspiration. In the first two articles of this series, we explored the two key concepts of purposeful leadership: purposefulness and leadership, and the three branches of purposeful leadership: self, people, and organisations.

Developing Purposeful Self-Leadership starts with articulating a purpose statement depicting our sense of purpose at the current stage of life. The first version of the purpose statement is only a glimpse of our purpose as finding purpose is a lifelong journey. However, having a sense of purpose begins the quest and gives us the drive and desire to be purposeful. Being purposeful improves our clarity about our life purposes and helps us fine-tune our purpose statement, leading to us being more purposeful. This cyclical process not only improves our sense of purpose and purposefulness but also attracts abundance to succeed in vocations aligned with our life purpose, gives us happiness and peace of mind (De Silva, 2024).

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Start with the Self (Purposeful Leadership – Part 3)

Purposeful leadership starts with the purposefulness of the individual holding the leadership role. How can a purposeless individual help people and organisations to be purposeful? I am not claiming that all leaders are purposeful self-leaders. Many are not, and as a result, the people and businesses are not purposeful. In this article, we explore the notion of purposeful self-leadership. Given the need to keep these articles short, we will explore how to develop purposeful self-leadership and the complexities of such an aspiration in subsequent articles. In the first two articles of this series, we explored the two keywords of the concept of purposeful leadership: purposefulness and leadership and the three branches of purposeful leadership: self, people and organisations.

A useful question to ask at the outset is what is purposefulness and how do we know we are purposeful?

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The Three Branches of Purposeful Leadership (Purposeful Leadership – Part 2)

In the first article of this series, published last month, we explored the two keywords of the concept of purposeful leadership: purposefulness and leadership. As I mentioned earlier, I allow the series to unfold as in the process of finding purposefulness. Being purposeful means creating a positive impact on the people and environment one encounters (De Silva, 2024). As I reflected on this series, the idea of writing about the three branches of purposeful leadership emerged.

I use the metaphor of ‘branches’ rather than categories, boxes, or containers because I see the three core areas of purposeful leadership growing in unison, but at different speeds and proportions, much like the branches of a tree. The bigger branches grow stronger but perhaps more slowly, while the smaller branches grow faster but are not as strong. However, all branches, big or small, have a purpose in the growth of the tree.

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