Bookworm: What Philosophy Can Teach You About Being a Better Leader

We can draw on current and ancient philosophy to improve our leadership, writes Alison Reynolds, Dominic Houlder, Jules Goddard and David Lewis.

What does philosophy have to do with leadership?

Quite a lot, according to the authors; they argue that having a grasp of thinkers such as Nietzsche and Aristotle will help us in the boardroom and turn many accepted management practices on their head.

How so?

Instead of treating employees like cogs in a machine, we should aim to develop self-actualised employees (able to realise their creative, intellectual and social potential). For this to happen, both employers and employees must understand what it really means to experience and facilitate self-actualisation and put the work into supporting it. 

What kind of philosophy lessons are we talking about here?

Consider Buddhism. An important Buddhist principle is the idea that we’re at our best when we’re working together and co-operating.

Instead of the selfish mindset that can all too easily fuel corporate life, embracing the Buddhist perspective means acknowledging that we have shared interests but distinct skills; pooling these can be a way to achieve better results. This, the authors explain, is what happened in Argentina when key players in the wine industry began co-operating, rather than working at cross purposes, in order to help Malbec become a huge success.

Is there any Ancient Roman wisdom in the book?

Of course. The authors discuss Plutarch and his belief that great leaders lead by example and not through the ostentatious display of ruthlessness. The best companies to work for are likely to be those led by compassionate individuals who work to create a fair and inclusive culture.

For example, the authors mention the ‘veil of ignorance’ principle, developed by political philosopher John Rawls. In the workplace, this would equate to team members planning a project without knowing which individual role they were going to play im it. It’s a great levelling exercise: everyone is thinking not of their ego but of the communal aims of the team. A Buddhist would be proud.

Sounds like the death of hierarchy?

Well, it’s certainly about earning respect, rather than demanding it. The authors warn against a new generation of ‘feudal CEOs’ who focus on telling rather than leading.

They believe that Thomas Hobbes, a philosopher best known for his book Leviathan, was onto something when he said that people need to respect a king’s authority in order for that king to survive a healthy reign. Authority, Hobbes argued, isn’t something that can simply be imposed. You can see this idea play out in the tactics of various political leaders across the world, who believe that if they are brutal and uncompromising, their people will respect them.

If a leader sees themselves as someone who is just as likely to learn from their employees as they are from them, they will command a great deal more respect.

What else helps with engagement?

Meaningful encounters. Philosopher Martin Buber’s ‘I-Thou’ relationship model posits that in order for people to feel truly engaged, they need to be ‘encountered’. Rather than taking part in a brief perfunctory HR meeting, they need to be able to articulate their feelings in a safe space with the freedom to be truly heard. Cut down on formal meetings, say the authors, and allocate time for these more meaningful encounters.

What am I most likely to say after reading this book?

“Forget Jobs; get me Jung.”

What am I least likely to say after reading this book?

“What does self-actualisation have to do with work?”