By Michael Fullan; Thousand Oaks, CA: Corwin (2011); Reviewed by BARBARA J. SPENCER
The Moral Imperative Realized urges readers to hold morality at the center of any change process. although the context of Fullan’s discussion is public education, this book has important implications for many in the nonprofit sector and helping Professions. Nurses, pastors, and other hospital and church leaders are among those who will be enriched by this discussion.
The “moral imperative” in the title is a balanced strategy and long-range vision with implementation and daily commitment. Regardless of the field or the level of leadership involved, social responsibility is at the heart of successful reform. to achieve sustainable change, an organization’s stakeholders must identify with the success of the organization and develop a mutual identity, understanding their individual roles and committing to a higher (moral) purpose.
Successful reform leaders must have several characteristics: informed optimism, persistence, the willingness to confront behavior that is incongruent with moral purpose, and the ability to help others uncover their own moral purpose and a high level of persistence. Effective leaders move forward even when things seem to be stagnant, or worse, falling apart.
No matter how skilled, the leaders cannot move forward in isolation. effective relationship building is a crucial leadership competency. As Fullan points out, “if you want to challenge someone to do better, you’d better build a relationship first” (p. 6). Gone are the days when leaders were desk-bound problem solvers. today’s leaders are in the hallways, the classrooms, the library and the cafeteria, in the middle of the daily ebb and flow of organizational life. Furthermore, they have a moral obligation to collaborate with and learn from other organizations.
The educational case studies featured in the book all highlight the same phenomenon: even the smallest successes fuel the change process. Once organizations begin achieving, more and more people climb aboard, even some of the most cynical. Moral purpose is created where it did not previously exist. One of the reasons collective success is so energizing is that it is not only inspiring but educative as well. Once employees discover or regain their moral purpose, they become change agents, thus creating a ripple effect. the catalyst for this level of change is always a leader, formal or informal, who has embraced the moral imperative.
For whole system leaders, “the moral pie gets bigger” (p. 58). this level of leadership requires a broad he must have several characteristics: informed optimism, persistence, the willingness to confront behavior that is incongruent with moral purpose, and the ability to help others uncover ned perspective that transcends t tools of personal influence and competency. Leaders at this level must use the tools of policy and strategy creation if they want to cultivate their own moral purposes. Informed optimism and confident efficacy are fused qualities that combine to create resolute moral purpose and a high level of persistence. Effective leaders move forward even when things environment that will reap successful and sustainable change. In order to do this, though, they must also find a way to stay grounded in the reality of the organization.
Some readers may feel that the to seem to be stagnant, or worse, falling apart. pic of morality and the change process is too broad to be located in a No matter how skilled, leaders cannot move forward in isolation. Effective relationship building is a single context like educational reform. however, by using a single context, Fullan underscores the point that change and morality are mutually dependent in all situations. Regardless of context, change without morality is unsustainable, and morality that does not result in change is hollow. In Fullan’s words, “it is time to marry purpose and action. . . . the only thing that counts at the end of the day is moral purpose realized” (p. 76). Leaders and helpers in all fields would be wise to remember this message.
Barbara J. Spencer is a doctoral candidate at Andrews University.