The leader in his process of evolution towards his integrity, initially acquires and puts in his mind: sphere of thought, his personal intra and interpersonal instrumental values of: respect, responsibility and honesty; that assimilates, experiences and lives in attitudes and behaviors in all areas of his life.
personal-integrity-of-the-leader-flows-from-his-rootsWith time, discipline, concentration and patience are written in his heart: sphere of feeling, they become principles beacons of light of his consciousness. At that moment, the formation of the roots of your heart (unconscious) begins, of your terminal intrapersonal personal values: freedom, inner harmony and wisdom; with it his: personal integrity is born and grows.
Keywords: terminal values, instrumental values, personal integrity, moral influence and productive orientation.
Leaders who stand out for inspiring their people, that is, captivating their hearts and minds have developed four specific characteristics of their personality Goffe and Jones (2001):
To develop their article they reviewed all the theories, and came up with four essential qualities of leadership. Like Weber, they aimed for essentially anti-bureaucratic and charismatic leadership. From the theory of the traits they derived qualities to reveal weaknesses and differentiated attributes. However, unlike the theorists of this current, they do not believe that all of them have the same weaknesses; their research only showed that they all exhibit some flaws. The uncompromising identification arose from style theory, which investigated the different types of relationships between leaders and their followers, the contingency theory allowed them to postulate that it is necessary to know what skill to use in each circumstance.
KOHLBERG and FARDELLA.
Kohlberg (1981), the maturity of values. It consists of three levels, and these stages are sequential:
The first level "preconventional", people act correctly not because of their values, but because of the fear of consequences. This level is basic, but it has a problem: if the person is convinced that there is no control, they could stop acting ethically. The "moral value" resides in external factors and consequences, not in people or relationships.
The second "conventional" level. Sometimes society accepts immoral behavior as appropriate, the fact that: everyone does it, reduces the moral intensity with which we perceive the situation. The emphasis is on compliance with laws and regulations.
The “moral value” resides in duty, in maintaining social contracts and in fulfilling commitments.
Third is the "post conventional" level of principles, representing the most mature level of moral reasoning and the most mature set of instrumental values. The good and the bad are judged on the basis of the person's internal principles. That is, judgments are made based on a set of core value principles that have been developed from individual experience. At the highest stage of maturity, this set of principles is inclusive (encompasses all contingencies), consistent (never violated) and universal (does not change with situation or circumstance).
Fardella (2011): Productive Orientation of the Leader, is the active and creative relationship for himself, his neighbor and nature. They allude to three dimensions Fardella (2014), which relate it in the spheres of:
Thought manifests itself in understanding the world through reason and truth;
Sentiment, is expressed through love, the feeling of union with men, work and nature;
And Action is manifested in productive work, that is, in the work done for: your own well-being, your neighbor and nature.
These three chaotic systems self-organize their personal values Fardella (2012):
Intrapersonal instrumental (beacons of light of your conscience): respect, honesty and responsibility, which leads to the ability to forgive and radiate joy: sphere of thought.
Intrapersonal terminals (roots of your heart): inner harmony, freedom, and wisdom, which leads to personal fulfillment and happiness: sphere of feeling. Interpersonal instruments: respect (prudence), responsibility (autonomy, self-control) and honesty (truth) guide: their attitudes and behaviors.
All of them make up a complete and total chaotic system: the leader.
This theoretical framework will allow to empirically contrast how the personal integrity of the leader is born and grows from his instrumental and terminal personal values.
ANALYSIS
A man is considered passive who is seated, immobile, contemplative, with no other purpose or purpose than to experience himself and his oneness with the world, because he does nothing. This attitude of concentrated meditation (awareness without thoughts) is the highest activity, an activity of the soul, and it is only possible under the condition of inner freedom (not attachment) and independence. One of the concepts of "activity", the modern one, refers to the use of energy to achieve external ends; the other, to the use of the powers inherent to man, whether or not external changes occur. This man, in the exercise of active affection (actions), is free, he is the master of his affection; in passive affection (passions), man is driven, he is the object of motivations that he is not aware of. Envy, jealousy, ambition,all kinds of greed are passions; instead love is an action, the practice of a human power , which can only be realized in freedom and "never" as a result of a compulsion. Having no impediments to be free from the desire to have things and from one's own ego, is the condition to love and be productive. Love is an activity, not a passive affection; it is a continuous being, not a sudden start Fromm (2001); In this state of contemplation: aware of his unconscious (wisdom), the leader reaches his maximum Happiness Fardella (2016).
P irst phase.
The productive activity of the leader (introspection) begins with: knowing and understanding the instrumental intra and interpersonal personal values, are idealized modes of behavior Gorsuch (1970) of: responsibility, honesty and respect Fardella
(2013) (2006). "I will put my law in your mind,…" Jer. 31:33; that is to say, in the sphere of thought we must place them first; that implicitly and explicitly are in these moral values.
But, they will never become: principles (postconventional level), which indicates
Kohlberg (1981), if not assimilated, experienced and lived in the sphere of their attitudes and behaviors, practicing them in all areas of their life; in the dimensions: personal, family, work, society and nature. This intra and interpersonal investigation work in this first phase is key to the evolution towards personal integrity, which must be carried out with neatness - responsibility - that is, with discipline, concentration and patience Fardella (2016a):
The practice of prudent attitudes and behaviors of these values require discipline, bone self-discipline. You will never do anything if you don't do it this way; Anything that you do just because you are in the right frame of mind can be a pleasant or entertaining game, but you will never become a master in these ways of living the instrumental values, if they are not previously written in your heart. Don't you spend eight hours a day in a disciplined way in a job where a strict routine prevails? The man is excessively undisciplined outside of his work. When you don't, want to be idle, laze, or relax, this is largely a reaction against the routine of life. Because he is forced to adhere to a schedule and performs activities like an automaton, he rebels, and this takes the form of childish self-indulgence (no: evolution). Also, in the battle against authoritarianism,he has come to mistrust all discipline, both that imposed by irrational authority and "self-imposed rational" discipline. Without it, life becomes chaotic and lacks concentration Fromm (2001, p. 106). It is true that no discipline at present seems to be cause for joy, but rather for sadness; But afterward it yields the peaceful fruit of righteousness to those who have been trained by it. He.12: 11.
the concentrationIt is an indispensable condition for the practice and mastery of intrapersonal and interpersonal instrumental values. In our culture, this is even rarer than self-discipline, it leads to a diffuse and unconcentrated way of life, which has almost no parallel. You do many things at the same time: you read, you listen to the radio, you talk, you smoke, you eat, you drink. We are consumers with our mouths always open, anxious and ready to swallow everything: movies, drinks, knowledge. This lack of concentration is clearly manifested in our difficulty being alone with ourselves. They get nervous and restless and must do something with their mouth or hands. Smoking is one of the symptoms of lack of concentration: it occupies the hand, mouth, eyes and nose Fromm (2001, pp. 106-107).
The "productive activity" is characterized by a rhythmic change of activity and rest. Work (action), love (feeling) and productive thinking are possible if the person can be: when necessary, calm and alone with himself (inner harmony). Being able to pay attention to yourself: respecting yourself is a prerequisite for paying attention to others: respect for others; Feeling comfortable with oneself, acceptance of what is immediately frees you from identification with the mind: Fardella resistance (2015a, p.191). It is the necessary condition to relate to others Fromm (2000, p. 121).
To pay attention to others requires the ability to control our thoughts and achieve: inner silence . It is respect, it implies understanding that all people have the same right as us and deserve to be heard. Suspending implies putting aside our judgments, temporarily, and being able to listen carefully to the message. The above leads to relate: that respectit is an act of love and dedication to others; having consciousness without thoughts: no mind, it allows us to concentrate and get in tune with the vibrational frequency Fardella (2015b) with the other, this is fundamentally to be able to listen. Being “focused” means living fully in the present, in the here and now, and not thinking about the next task while doing another Fardella (2016a).
the patienceIt is necessary to achieve anything, if we aspire to obtain quick results, we will never be able to learn to learn and experience the instrumental and terminal personal values, these require living them one by one without time. Instead, all of our social systems encourage precisely the opposite: speed. All our machines are designed to achieve speed: the car and the plane take us quickly to our destinations; and the faster the better; Naturally, there are important economic reasons for this. But, as in other respects, human values are determined by economic values. What is good for machines must be good for man (so says logic). Modern man thinks he wastes-time-when he does not act quickly; However,he does not know what to do with the time he wins-except to kill him- Fromm (2001, p. 107). Patience is a fruit of man's natural affection: the human moment is a compassionate response. Fardella (2015).
In this first phase, these instrumental personal values must be assimilated, experienced and lived for a time; At the beginning of this phase, the leader generally begins at a pre-conventional level, his moral value resides in external factors and consequences, not in people or in relationships; after another time… in this same phase it moves to the conventional level, in which its moral value resides in duty, in maintaining social contracts and in fulfilling commitments as indicated in his model by Kohlberg (1981). By practicing the instrumental values of honesty, responsibility, and respect in the spheres of thought and attitudes and behaviors (action), glimpses of feeling good are initiated in some situations.
Second stage
In this evolutionary process towards integrity after a time, experiencing, assimilating and living the three instrumental values; these, as the Bible points out: "… and I will write it on his heart" Jer. 31:33; they are written in the sphere of feeling; and with it they are born as beacons of light of their conscience; at that moment he feels the capacity to forgive and radiates joy, two instrumental personal values that spring from this sphere.
Thus, over time…, in this sphere of feeling, the roots of your heart, terminal intrapersonal personal values, ways of idealizing the final states of existence, are formed. Gorsuch (1970): of freedom: root of responsibility; inner harmony: root of honesty; and wisdom: root of respect. At that moment when the instrumental values are transformed into principles, these roots begin to be born and incipiently begin to be slowly written in his heart: the unconscious.
These terminal values of:
Freedom, in the sense of having no impediments to be free from the desire to have things, from one's own ego and from one's own body, is the condition for loving and being productive (not attachment). This allows them to isolate themselves from the chaos that surrounds others, they are creative and spontaneous. It allows autonomy , implies the ability to choose freely and to govern oneself , and self-control, it is the control of oneself during states of pleasure, pain and fatigue, when one is subjected to the pressure of passions and of impulses;
Inner harmony, that peace that is born from an inner feeling, that surpasses all understanding and that guards the thoughts and feelings of the leader. With this security, he reaches his own decisions and assumes responsibility for himself, projects a high degree of confidence. He trusts himself, his mission in life, in others and in nature;
Wisdom radiates it and is present in all the processes of his thought, reason, and in the sphere of action manifested in his productive work. Which is reflected in attitudes and behaviors: prudent, with their peers and nature Fardella (2011, p. 349). After a while… these terminal values (roots) grow in your heart and become stronger, to the extent that your instrumental values are transformed into principles: beacons of light of consciousness.
In his consciousness, the leader retains the knowledge of his end in life and the principles by which he achieves it; those principles he has discovered, such as those he learns from nature and from his fellow man; He experiences them, lives them, and checks that they are true: "… and you will know the truth, and the truth will set you free" 8:32. The “post-conventional” model finally reaches the third level of Kohlberg's (1981) model. The good and the bad judges it based on its internal principles. That is, the judgments are made based on a set of core value principles: your intrapersonal and interpersonal instrumental values that you have developed from your experience throughout your life.
At the highest stage of maturity, this set of principles is inclusive (encompasses all contingencies), consistent (never violated), and universal (does not change with the situation or circumstance). These internal principles of the leader go beyond human rules and laws, for example: serenity (inner harmony) and love (respect, responsibility, honesty, the capacity to forgive and joy) expand our capacity for thought, action, holistic analysis and observing interrelationships.: see the whole. They allow us to strengthen interpersonal bonds (mutual trust) and help us to be more creative Fredrickson (2003).
Effective leadership derives, fundamentally from the personality Bennis (2001), the main determinant of trust is integrity, which I call: invariance. It is to honestly harmonize words, feelings, thoughts and actions, with the only aspiration to do good; constantly reviewing your own endeavor as you work for this consistency. Executive integrity is crucial to creating organizations with a high spirit of performance as the “character” of management sets an example for subordinates. Their actions are very visible and, therefore, they will have to be based on strict principles of conduct for responsibility, performance measures and respect for their people, he refers. These principles (respect, responsibility and honesty),are examples for the entire management group and for the organization in general Fardella (2011, p. 41).
Personality is back to the fore in management and leadership issues, points out Nicholson (2003), and with this has demolished the myth that social engineering and investment alone can engender leaders. These advances point to certain fundamental aspects of human behavior and the life of institutions.
In a state of contemplation: presence (conscious of his unconscious) lives the leader: in slow motion. He only observes, does not judge, does not interpret, does not analyze: let it flow (it does not mean doing nothing: only what is within his reach), freedom; in silence consciousness without thoughts: stillness (no-mind) gateway to the unconscious Fardella (2015a, p.168).
The sphere of the feeling, born the voice of your conscience: ¿ What ? and ¿ When ? do it (they spring from his inner harmony: peace, its root freedom);
In the area of the thinking with reason and truth structure: ¿ How ? I do ¿ Who ? and ¿ Where ? (wisely), these questions arise from the conscious five having the directional function and its result is: or G uidance result of the unconscious; Then he takes it into action in the sphere of Attitudes and Behaviors: he does it with authenticity and prudence.
Productive orientation of man
The r esult of action feed back to our conscious whether or not dissonances (guilty or peace consciousness); if there are dissonances, a: change must occur in the sphere of feeling or thought that will come from the unconscious: its inner harmony; and rectifies attitudes and behaviors; if there are no dissonances, your conscious mind will be at peace. This process of discernment (vital experience of inquiry), intra and interpersonal is the: Productive Orientation of Man Fardella (2017). Fig. Nº1.
The disharmony of man's existence generates needs that far transcend the needs derived from their animal origin. These produce an imperative tendency to restore a state of balance and unity between him and nature.
He makes the attempt, first of all, with his thought, building a totally inclusive mental picture of the world that serves as a frame of reference, from which he can derive an answer to the problem of: where he is and what he should do. But they are not enough, if he were only an intelligence stripped of flesh and blood, he would reach his goal through an extensive intellectual system. But, it is an entity endowed with body and mind, it has to react to the dichotomy of its existence not only thinking, but also with the process of living, its feelings and actions. You have to work for the experience of unity in all spheres of your existence in order to achieve a new balance. Hence, every satisfactory orientation system is not only integrated with intellectual elements,but also sentimental and sensory actionable in action in: "all areas of human activity" Fardella (2014).
Then without coherence (congruence) in the spheres of thought (experience), feelings (consciousness) and action (attitudes and behaviors); which implies integrity in its action: vital experience of intra and interpersonal discernment to conclude in an action: prudent. This principle (coherence) means that there must be harmony and integrity in: revelation (authenticity), participation (respect) and awareness (responsibility) in attitudes and behaviors.
The first step is to detect environmental and internal dissonances if they exist, and this requires inner harmony: peace; thoughtless consciousness (no-mind) is only possible with freedom (no attachment). To bring them to light and deactivate them, objectivity is required (not to judge, not to interpret and not to analyze) and to be fair, a “productive activity”: Fardella wisdom (2016a).
Happiness is a result of the inner productivity of man. They are not the satisfaction of a need originated by a physiological or psychological deficiency; They are not the relief of tension, but the phenomenon that accompanies all "productive activity", in thinking, feeling and in action. This indicates that man has found the answer to the problem of: human existence: the productive realization of his potentialities, being simultaneously one with the world (love) and preserving his own integrity Fromm (2000, p. 205). Happiness and Self-actualization are two terminal intrapersonal personal values of the leader, which seem more valuable to him and he also tries to live in accordance with them Fardella (2013), they are fruits of humility.
The personal integrity of the leader generates credibility and trust. It is important to note that trust reduces risk and uncertainty in interpersonal relationships, thereby reducing the need for control and supervision and increasing efficiency in the execution of tasks (Lane, 1998; Schindler and Thomas, 1993).
The possibility of employee participation also grows as there is more trust in communication and, therefore, more instances of cooperation. In summary, it can be said that, if in an organization members trust each other, efficiency and job satisfaction increase Fardella (2011, p. 316).
From the integrity of the leader is born and radiates: moral influence. Man is the only creature endowed with a moral conscience Fromm (2000, p. 251). It is the voice of our true self that reconciles us with ourselves, to live productively, evolve with fullness and harmony, so that we become who we potentially are. It is the guardian of our integrity, it judges our functioning as human beings, it is: knowledge of oneself, and of our success or failure in it: art of living Fardella (2014a, p.11).
Although it (consciousness) is knowledge, it is something else in the field of abstract thought. It has an affective quality (feeling) because it is the reaction of our total personality and not only of our mind (thought). We do not need to be aware of what it says to be influenced by it. The actions, thoughts and feelings Fromm (2000, p.173): that lead to the "correct" functioning and the unfolding of our total personality, produce a feeling of inner approval, of "rectitude", characteristic of good conscience; or "Harmful" to our total personality produce a feeling of discomfort and grief, characteristic of guilty conscience: dissonance-conflict Fardella (2015).
This ability to influence is not only in verbal communication (explicit), but also in non-verbal communication (implicit) that we reflect in our gaze, tone of voice and facial and body gestures Fardella (2016a). It is reflected and radiated in our body in: Serotonin is a neurotransmitter in the brain. Its presence in high amounts indicates a level of calm. The higher the level of serotonin, the greater the peace of the human being. Notes Valerie Hunt, writing about spiritual enlightenment in her book Infinite Mind: In my laboratory we discovered that when a person's energy field reached the highest, most complex vibrations, through imagination or meditation, that person had spiritual experiences regardless of their beliefs (p. 285).
Think: when you are at peace and send out this silent serenity, you influence everyone around you. These invisible energy particles (they are not within the reach of our five senses) are called Pheromones that are emitted in moments of fear and their opposite: Fardella love (2011, p.331).
One of the scientific terms used to refer to this neural attunement is: limbic resonance: a symphony of constant exchange (openness) and internal adaptation, by means of which people keep pace with their emotional states Fardella (2015b). All of the above are the effects produced by the integrity of the human being, such as mutual trust, credibility, peace, dialogue and natural affection, with neatness.
RESULTS.
The trust is a psychological state and not a behavior. Trusting someone corresponds to a positive disposition regarding the intentions or behavior of another Mayer, Davis and Schoorman (1995).
The values of the leader: responsibility, respect and honesty that he has assumed, for himself, and reflects them in his attitudes, behaviors and in his way of speaking: he radiates trust, which is at the center of human relationships. It has operational and strategic power within Fardella organizations (2011, pp. 316-317).
I have asked different types of people and situations several times (Fig. Nº2):
Productive orientation of man
In this path of perfection: integrity, in which tribulations develop his unconscious (spirit), his life has a productive orientation in the spheres:
of thought, is reflected in reason and truth, with the world of forms. Through its five senses with its process: r eflexión; of the conscious (thoughtless awareness), is reflected in: the m Done editing, gateway to the unconscious world unmanifested; of the sentiment reflected in love, union with his neighbor and nature, in the exercise of Wisdom, which is the perfection of: activity c ontemplativa; of attitudes and behaviors, is reflected in productive work, which constitutes a: transcendent function.
The upright in heart (personal integrity) are persons: righteous Ps. 32:11; and walk confidently Pr. 10: 9. He who walks in integrity and does justice; And he speaks truth in his heart Ps. 15: 2; his conscience points out: Integrity and rectitude keep me Ps. 25:21, and performs a transcendent function for the good of himself, his neighbor and nature.
The integrity of the upright will guide them Pr. 11: 3, is directly related to the moral influence on their people (interpersonal); He presents himself in everything as an example of good works; in teaching showing integrity, seriousness, sound and irreproachable word Tit. 2: 7-8; And he makes his declaration of integrity in silence (intrapersonal): Search me, O Jehovah, and test me; Examine my inner thoughts and my heart Ps. 26: 2, in all my attitudes and behaviors: personal, family, work, society and with nature throughout my life.
CONCLUSION
The hypothesis raised is consistent with what was investigated. The seal of humility that is the root of the leader's personal integrity; and from this is born the ability to: moral influence; with which he manages to compromise and collaborate with his neighbor, to perform a transcendent function. This productive orientation is born from the roots of your heart (unconscious), your terminal personal values foundations of the beacons of your conscious light, your instrumental personal values; without these values there is no personal integrity.
Then we can glimpse an incipient model of personal integrity in the human being, when these values are written in his heart (unconscious); he feels that they are part of him as beacons of light of his consciousness; and lives them in all their attitudes and behaviors:
Leader's personal integrity flows from his roots
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