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Last week, I had the honor of participating, as a member of the International Council of Fundação Dom Cabral (FDC), in the annual meeting that brings together Brazilian and foreign board members. FDC, pride for all of us, is recognized as one of the ten best business schools in the world.

This year’s theme was: “Navigating Shifts: The Art of Achieving the Impossible Portuguese.”

During the debates, he brought a reflection: how can a business school contribute to training leaders at a time when the world lacks them — not only from a political point of view, but also from a business point of view?

At the end of the meeting, Professor Ken Bardach who directed executive programs at schools such as RPI Lally School of at schools such as RPI Lally School of Management, Northwestern University – Kellogg School of Management, Weatherhead School of Management at Case Western Reserve University, Questrom School of Business, Boston University, and Washington University in St. Louis – Olin Business School presented me with a book he co-authored: “Noble Leadership in the Emergent Reality.”

I’m still reading the work, but I share below some excerpts that have marked me so far.

The evolution of leadership in recent decades

  • 1960s: The role of the leader was mainly described as planning, organizing, controlling, and leading (motivating people and making key decisions).
  • 1970s: New themes emerged: values, inspiration, authenticity, care for the lives of those led (not only at work).

What is “Noble Leadership”?
It builds on these early advances:

  • Vision: The leader is not just a problem solver, but someone who creates a

compelling vision to meet present and future demands.

  • Higher purpose: The company exists for more than financial results.
  • Culture of high values: Unity of conscience and effective collaboration are key.

New roles for noble leadership in the emerging reality

  • Inspire people
  • Promote and support the company’s relationship with stakeholders
  • Give people freedom to thrive
  • Look broadly at the overall situation
  • Evaluate how details are interconnected

Essential qualities of the new leader

  • Seeing, thinking, feeling and acting differently from the traditional