Leadership

Relational and Social Constructionist Consortium of Ecuador (IRYSE)

Diego Tapia Figueroa, Ph.D. and Maritza Crespo Balderrama, M.A.

Over the years, we have developed consultancies, seminars, and workshops on authentic, intelligent, creative leadership in this and other countries. Our approach is from a dialogic, relational, and transformative position, emphasizing reflective pragmatics.

We operate from a professional and relational ethic, with a methodology based on respect for the dignity of individuals. One of the challenges we have found is that people accustomed to modernist epistemologies—who view labor, organizational, and educational relationships as hierarchical issues of control and power—find it difficult to open up to learning something different. These individuals, stuck in their narrow “TRUTH,” organize their provincial worlds in terms of petty bureaucratic power abuse. They seek easy answers and a constant “should be,” avoiding the effort of thinking critically and asking intelligent questions.

This type of leadership translates to social control and conformity, aligning with a society that values mediocrity, competition, and lack of culture. Scholastic-dogmatic-recipe “changes” create an illusion of managerial change but maintain the status quo, unlike dialogic and generative processes that foster possibilities by trusting in people’s resources, capabilities, and strengths. Authentic moments of communication, built on love, respect, acceptance, and understanding, occur in this dialogic stance.

Consistent, authentic transformations involve participants in relational connections that create new possibilities. The future is not made of present-day recipes but of opening relational possibilities based on respect, curiosity, acceptance, intelligence, and connection. This challenges social conformity and builds new meanings that give hope and foster common well-being.

Let’s examine hierarchical/authoritarian/abusive leadership:

• It imposes itself through fear and disqualification.
• It thrives on intrigue, rumors, gossip, and distrust.
• It victimizes itself while withholding appreciation and recognition.
• It incites competition and envy, opposing genuine solidarity, equity, and inclusion.
• It reacts arrogantly and violently to mistakes or errors.
• It is intellectually and humanly dishonest.
• It enjoys the public humiliation of others.
• Its modus operandi includes lying and being ruthless to the weak while being magnanimous to the strong.
• It believes nothing is ever enough.
• It manipulates accomplices to do its dirty work, exposing them to blackmail.
• It considers employees undeserving of their pay or position.
• It is corrupt and adept at covering up for those like itself.
• It disrespects rules, arbitrarily adapting them to its interests.
• It is driven by cruelty and injustice, masked as “demand, productivity, success, results, commitment, perfectionism.”
• It instills fear under the guise of respect.
• It shows constant dissatisfaction with others’ results.
• These leaders, they prefer to give orders rather than build conversations.
• It is marked by insatiable ambition, greed, and fanaticism for maintaining power and privileges.
• Such “leadership” is the hallmark of foolishness, influencing intelligent people to act foolishly.
• Now, let’s look at leadership based on respect and relational ethics:
• They embody principles that generate transformative differences.
• They value transparency and honesty with collaborators.
• They consistently and authentically appreciate and recognize others.
• They promote curiosity and openness.
• They acknowledge others’ good work.
• They aim for participants and collaborators to become increasingly autonomous and independent.
• They encourage discernment, reflection, constructive criticism, and self-criticism, fostering assertive proposals.
• They express satisfaction with others’ achievements.
• When mistakes occur, they inquire about how they can help and support resolution.
• They build relational contexts where people can freely express thoughts, feelings, and needs.
• They are sensitive, open, and available.
• They are capable of being with others while being themselves.
• They promote joint learning, reflection, creativity, growth, and innovation.
• They communicate clearly and directly, demonstrating trust.
• They believe those doing a job are responsible, reliable, and capable.
• They embody and transmit passion and joy for their work.
• They mentor others to follow their lead.
• They ensure everyone feels respected, valued, and part of a team, fostering a sense of belonging.
• They believe in respecting, appreciating, and trusting collaborators.
• They may not be perfect but are present and act with integrity in all interactions.
• They create connections and liberating social relationships.
• They consistently contribute to common well-being and personal and professional fulfillment, spreading joy and hope.

English translation by Bruno Tapia Naranjo.