In the previous article, we explored what purposeful organisational leadership means and why it matters. In this post, we focus on how leaders can intentionally develop purposeful organisational leadership, turning purpose from a statement into a lived reality across the organisation.
Start with Leadership Commitment
“I hold the view that leaders are better able to contribute to the flourishing of life if their actions are guided by a deeper sense of purpose” (De Silva, 2024, p.6). Therefore, purposeful organisational leadership needs to begin at the top. Senior leaders must embrace the organisation’s purpose as a guiding principle for decisions and behaviours. This commitment is not symbolic; it requires courage to prioritise purpose even when short-term pressures tempt compromise.
Make the Organisational Purpose Your Guiding Light
The starting point for developing purposeful organisational leadership is a clear purpose statement. This is not a marketing slogan; it is the organisation’s reason for being and its unique contribution to the flourishing of life. From this foundation, leaders can craft a mission statement that defines how the purpose will be delivered and set Big Hairy Audacious Goals (BHAGs) to drive long-term success.
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.
Purposeful leadership extends beyond the self. Once the leader becomes purposeful, the natural next step is to help others, team members, and teams become purposeful. This is not a directive process but a deeply human one, rooted in example, empathy, and engagement. In this article, we explore the second branch of purposeful leadership: leading people purposefully.
Purposefulness in people is transformative. It improves their personal lives, relationships, health, and peace of mind, and this inevitably enhances their effectiveness and contribution at work. The workplace becomes more than a place of transaction; it becomes a space of meaning. Families benefit too, as individuals carry their sense of purpose home, influencing their roles as parents, partners, and community members.
I have experienced this transformation personally. At the age of 27, I had climbed the corporate ladder rapidly to become a director of two subsidiaries of John Keells Holdings, Sri Lanka’s leading conglomerate. At the time, I was driven by ambition and the goal of professional success. I worked long hours, including weekends, and neglected many aspects of my life. I was overweight, frequently ill and hospitalised, disconnected from my young family, absent from church, and unaware of the importance of developing and empowering my team. I had no sense of purpose, only a relentless pursuit of achievement.
Everything changed when I discovered the notion of purposefulness and wrote the draft of my first purpose statement. I began going to the gym, spending quality time with my family, returning to church, reading, cutting excessive costs, investing the savings, and cultivating emotional maturity through meditation. This personal transformation awakened a desire to help my team grow. I began teaching them about purposefulness and supporting their development. As a result, my quality of life and work improved significantly. It was no longer a choice between work and life; it became a commitment to both work and life, harmoniously.
My doctoral research reinforces this understanding. As I wrote in my thesis:
“My research suggests that being purposeful helps understand life from a more holistic and altruistic manner, leads one to conduct life with decent human values, helps make choices beneficial to the flourishing of life, improves caring for the well-being of family and self, and choosing vocations which are aligned with an evolving life-purpose. Adjusting one’s lifestyle in this manner takes courage, determination, and self-discipline. However, persisting with such an aspiration leads to an improvement in the quality of life, generating happiness which, in turn, encourages persisting in being purposeful.” (De Silva, 2024)
I invite you to reflect on how you are leading people. Are you helping them become purposeful? Are you creating conditions for their flourishing? If not, what needs to change?
You may explore literature from my blog http://www.ranjandesilva.blog, my website http://www.ranjandesilva.com, and other sources. Speak with your trusted advisor. We will further explore the notion of purposeful leadership and methods of transformation in the upcoming blog posts.
In the next article of this series, we will explore how to develop purposeful people leadership, how leaders can intentionally cultivate purposefulness in others through structured development, coaching, and empowerment.
References
De Silva, R. L. G. (2024). Living Purposefully: An Inquiry into the Life of a Leadership Development Practitioner. (Doctoral dissertation, Hult Ashridge).
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.
