Gibbs Reflective Analysis: Ethical Foundations for Global Citizenship
Education and Leadership
Introduction
The connection between ethics, leadership, and education poses some
serious questions, especially in this globalized world. While reading Tan's
(2019) work on Wang Yangming's neo-Confucian ideas, I gained a new
perspective on ethical leadership that is significantly different from the
Western approach to conventional leadership. By examining the Gibbs
Reflective Cycle, I began to question and delve deeper into my leadership
style and the moral values that guide and influence my choices in the ever-
evolving work environment.
This reflective analysis evaluates how Wang Yangming's idea of innate
knowledge (liangzhi) can assist ethical leadership, especially what UNESCO
outlines as "a sense of belonging to a broader community and humanity"
(UNESCO, 2015, p. 14). By analyzing and engaging in introspection, I assess
the real-world impact of how this old knowledge can revitalize modern
leadership challenges.
Description: Understanding Wang Yangming's Model
Tan (2019) describes that Wang Yangming's philosophical framework is based
on the ideology of innate knowledge (liangzhi). The Ming dynasty scholar
illustrates that it is a natural guiding principle that all human beings possess.
Wang believed that this built-in wisdom depicts "the inborn sense of right
and wrong and natural capacity for knowing and doing the good" (p. 5).
Furthermore, his teachings transcend beyond personal ethics, unifying
humans, nature, and the universe where "Heaven, earth and the myriad
creatures have always been of one body with human beings" (p. 4).
What stands out to me the most about this paradigm is the way it connects
our internal moral compass by serving the needs of others. Furthermore, he
believes that when people let go of their liangzhi, they will "naturally share
with all a universal sense of right and wrong, share their likes and dislikes,
regard other people as their own persons" (Chan, 1963a, p. 166, as cited in
Tan, 2019). This ethical framework proposes three interconnected layers of
moral growth they are self self-awareness, empathy, and a wider sense of
care for all humanity.
The first step emphasizes personal moral growth, which wang refers to as
"directing the whip towards the inner self" (Ching, 1972, p. 6, as cited in Tan,
2019). It entails continuous self-reflection on one’s actions and identifying
selfish inclinations that can prevent one from doing what is right. The next
level centers on extending this self-awareness into authentic, meaningful
connections based on caring and empathy. And lastly, this level goal
highlights the significance of understanding and realizing that everything in
this universe is interconnected with all of nature and life around us.
Feelings: Initial Reactions and Emotional Responses
Upon reading Tan’s analysis initially, I was both inspired and uncertain. The
beauty of Wang Yangming's philosophy resonated deeply with my challenges
to stay neutral and make fair and balanced decisions as a leader. On the
other hand, I was questioning the practical implementation of such idealistic
principles in today’s competitive business atmosphere.
At first, I felt a sense of recognition. When I worked as a project manager in a
global firm. I frequently found it very hard to dance between the tunes,
between the organization's focus on financial gains and employee well-being.
This constant friction between acting with fairness versus being financially
prudent paved the way to internal conflicts, which I now realize that Wang
conveys as selfish desires blocking the moral insight.
Additionally, I felt a sudden rush of incompetence when I considered Wang’s
emphasis on detaching personal desires. Looking back at my leadership
style, I honestly examined it to find out that my desires often crafted my
professional objectives more than ethical considerations. This enlightenment
was unsettling, but I believe it is vital for personal growth.
The objective of widening moral perception to embrace all living beings on
earth is interconnected and appears to be too good to be practical. However,
with deeper self-reflection, I began to view how this thought process could
resolve some of the complex problems I have come across in leadership,
particularly when it comes to valuing stakeholders and long-term thinking
Evaluation: Strengths and Limitations of the Neo-Confucian
Approach
The key aspects of Wang Yangming's framework on ethical leadership have
various valuable insights that act as a built-in guide for leaders to uncover
their moral sense for making ethical decisions. To begin with, deep down
inside everyone is ingrained with a sense of making decisions that are
ethical, crossing cultural and organizational boundaries. Considering today’s
businesses transcending across borders, where leaders deal with a wide
range of cultures and opinions, this simple, yet powerful paradigm is relevant
and more useful than ever.
According to Brown and Treviño (2006), two major components are essential
for ethical leadership. At the outset, it requires the ability to differentiate
right from wrong and the courage to act on moral grounds even during high-
stakes situations. Wang Yangming’s theory of adhering to your inner moral
compass is in perfect alignment with this concept. Furthermore, Tan's (2019)
philosophical standpoint fills the void in business ethics; most of the
discussion's main idea revolves around what leaders should follow, but Tan’s
line of thought explains the reason as to why ethics should be valued more
than self-gain. This provides leaders a crystal-clear justification to choose
integrity over immediate outcomes.
What’s more, Wang’s structure solves a major problem in ethical code of
conduct, as pointed out by Kaptein (2008), numerous companies around the
world concentrate only on policies and corrective actions, yet ignore self-
cultivation. Rather than just emphasizing rules and consequences, Wang’s
approach enhances one’s capacity both professionally and personally,
thereby strengthening their moral compass, which acts as a lighthouse
guiding our inner system in different circumstances.
On the other hand, as the proverb says, every cloud has a silver lining, but
even the brightest could have edges. Wang’s system faces significant
limitations in addressing the challenges faced in modern leadership settings.
It operates on the belief that every individual has the equal potential to tap
their innate knowledge; however, it does not consider how their ethics are
influenced by their psychological and sociological factors. Research by
Kohlberg (1981) asserts that the development of moral judgement evolves
differently in everyone based on their way of thinking, their culture, and life
circumstances.
Not only that, but the idealistic vision of Wang’s approach also struggles to
align with the fast-paced business environment where a constant strife
between financial gains and immediate results dominates, underscoring
ethical considerations. Freeman et al. (2010) state that effective leadership
involves navigating the demands of various stakeholders, a complicated
process that often conflicts with moral principles.
Beyond that, this model fails to meet the expectations in handling complex
ethical circumstances where contrasting ethical standards oppose each
other. Even though Wang’s template supports moral personal development,
it does not provide structured methods where extending help for one team
might hurt others, a common obstacle in leadership.
Analysis: Connecting Neo-Confucian Philosophy to Leadership
Theory
Wang Yangming's concept surprisingly integrates smoothly with 21st-century
leadership perspectives, revealing captivating connections and disputes.
Transformational leadership, formulated by Burns (1978) and Bass (1985),
focuses on how leaders inspire their team members to elevate their moral
consciousness and guide them towards bigger purposes. Wang’s idea of
awakening one’s moral sense aligns closely with the transformational
approach, especially in encouraging ethics and empathy across boundaries.
Authentic leadership theory (Avolio & Gardner, 2005) resonates with Wang
Yangming’s importance of self-awareness and moral insight. Both concepts
agree that good leadership begins with engaging in self-reflection and
adhering to your core values. While authentic leadership centers on the
principle of being honest to one’s values, in contrast, Wang’s ideology
advocates that leaders should go beyond personal beliefs to connect with
widely accepted moral guidelines.
Servant leadership, a concept first introduced by Greenleaf (1977) and later
elaborated by researchers like Spears (2010), has a strong parallel
connection to Wang’s vision. Both perceptions share a common goal, which is
serving the needs of others and acknowledging their shared responsibilities
for human well-being. Greenleaf’s widely recognized phrase "the great
leader is seen as servant first" (1977, p. 27) matches closely with Wang’s
view that profound character growth only occurs through care and respect
for all beings.
Contemporary leadership models often focus on achieving results and
effective outcomes. On the contrary, Wang’s philosophy values the
importance of continuous moral cultivation and leadership development. This
hostility raises questions on the core principles of leadership ethics. Should a
leader be judged based on their outcomes or on how ethically they make
their decisions?
Complexity leadership theory (Uhl-Bien et al., 2007) aids one in effectively
applying Wang’s view to modern challenges that leaders face today. His
philosophy of global oneness is in perfect sync with today’s dynamic and
ever-evolving corporate systems. In addition, Wang’s stress to overcome
selfish motives can be viewed as a way to decrease biases and ego that
frequently cloud the decision-making process of leaders when handling
unstable situations.
Conclusion: Personal Action Plan and Future Application
To conclude, this exploration on ethical leadership has altered my perception
and my personal growth as a leader. Wang Yangming's philosophy is not just
a remnant of history; it is still a living system and a vital toolkit for
strengthening the moral values that modern leaders should possess.
Looking ahead, I plan to incorporate Wang’s ideas into practice. To start with,
I will schedule weekly self-reflection sessions to identify moments when my
interests overshadow my decisions. Second, making a deliberate pause
before making critical decisions to ensure that my choices align with my core
values. Third, to set up active feedback loops to get honest inputs from peers
and mentors to identify and mitigate the dark spots in my leadership style.
This approach follows Wang’s emphasis on self-discovery and the removal of
desires that are self-centric, and inculcating them into my daily leadership
routine.
Second, I am broadening my vision on how I audit leadership choices by
embracing Wang’s theory of global unity. This suggests periodically reviewing
how my choices affect not just my organization, but also communities,
natural environments, and future generations. I aim to deploy them by
utilizing system impact mapping to understand my decisions and visualize
their domino effect, proactively collaborating with external stakeholders
representing impacted groups and integrating key performance indicators
with measures to ingrain long-term social benefits. By shifting my mindset
this way, I am more inclined towards growth and transition from traditional
leadership to what I call custodial leadership, where all decisions weigh the
needs for the present and the overall well-being of future generations.
Third, I intend to strengthen my ability to lead with empathy by actively
listening to the different views and concerns of diverse stakeholders. Wang’s
teaching to "regard other people as their own persons" (Chan, 1963a, p. 166,
as cited in Tan, 2019) invites leaders to push beyond their superficial thinking
and truly understand and care for others. Additionally, I will judge my
leadership success not by outcomes but by how much people are valued and
respected. This way, empathy becomes my focal point on how I lead,
honoring Wang’s vision of authentic ethical respect.
Lastly, I came to an understanding that being in the shoes of an ethical
leader requires a lifetime of continuous learning in order to evolve with the
demanding market conditions. To achieve this, I have planned to do monthly
check-ins to understand my areas of improvement in moral growth. Besides,
I will create a review system to gain valuable feedback on my leadership
style. On top of that, I will dedicate time to educate myself in learning about
moral philosophy and leadership ethics. By instilling these habits in my daily
life, I want to bring Wang’s wisdom into life and embed it in my leadership
DNA.
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