Deconstructing the realm of the dilemma during leadership. The story of a priest.

Murray, Pamela ORCID: https://orcid.org/0000-0001-8009-6900 (2020) Deconstructing the realm of the dilemma during leadership. The story of a priest. In: Co-creating the Future for our Professional Practice: Leadership, Coaching, Mentoring and Supervision. The EMCC Global Provider Summit., 24-25th November 2020, Online. (Unpublished)

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Abstract

What happens when we dare to enter the realm of the dilemma 'during' leadership?

What and who influences us at such times and to what ends? The notion of future proofing our emotional wellbeing from the ravaging effects of ill-resolved dilemmas seems to suggest there is merit in questioning the notion of ‘equally undesirable alternatives’ before they are brought to fruition. In this case study, the journey of a leadership protagonist with a highly recognisable value-set (priest) is captured through seeing impacts of the authors development programme designed to ‘out’ inward ways of operating in the world of value-determine alternatives so that critical reflection, adaptation, and renewal can take place.
In this session you will glimpse aspects of a three-part cognitive approach (Murray, 2006) enabling the reconsideration of seminal past events to reveal elements of their true 'dilemma status' where this had not been realised previously. Maio (2016) elements of ethics and values are used to create 'hooks' from which to hang cognition and ensuing behavioural possibilities. In looking to the decision making in value-rich scenarios which was exercised, a range of antecedents common to the protagonists displayed approach to handling the complexities faced were noted.

The en vivo leadership schematic framed a three-episode ‘lived experience’ of a specified value-response. This was exposed as detrimental to the presented scenarios (each of the three distinct yet shared the same flaw in action). The contaminated determinants of the choices made by the protagonist were exhibited. This performance bias and leadership limitation had hitherto been undetected. A vital opportunity for change, essential for the viable navigation during the demands of self-leadership, was forged. The development of a more holistically capacitated professional was facilitated.
Murray, P.F. (2006). En Vivo Leadership. The Centre for Leadership studies. University of Exeter. Published Thesis.
Maio. G.R. (2016). The Psychology of Human Values. Psychology Press. Routeledge.

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