4 Congruence Tricia R. Shalka pine when be you MAHATMA GANDHI wha you and what yu do sein ence. [Nias iced with a ificule decison har wll havea ong-erm impact on the fire of che sradenc group with which she hasbeen actively involved. The choices in front of he do nr oferan obvious answerin terms of which decision wll be best. To com Plate maters farther, Nia is heating conBicrng opinions from her fiends. Some think she should do one thing, and others sugges he do the other. What does she dot Aldhough iis noe an cay decision, Nis nowy hough some people are diesppoince with Nits final dee ion everyone adits co her that shy respec the dificult postion she was in. and esemulies ‘ob epee edie — Se uD. == ‘match their ower worlds through chee decisions and actions, inching the way they rest othes, ‘What isthe opposite of this? Pechaps you have steady witnessed in you Iie, Leaders who are noe congrusnt mig ey act in ae eae ‘hey think others want co see atthe expense of representing wh they realy ae. Someries this x3 concious choice based on iting into or Being sucess in 66 congruence 67 parser envronmene, and a other times leaders may ack the selPawareness nee ‘essary co align thee values and actions In other situations, Cngraence maybe less bout an individual nd mote about che social tructutes within which he o he is embedded. For example, snes of power and privilege complicate wha it means to be congrusn in cereain spaces, particularly when she expectations of an environment ae conseucted on dominant social norms that ate noe representative of everyones experience Thus, how we address what meaner be congruent a complex om bination of individual and yocilFctors DEFINING CONGRUENCE Congr 7 SR ch woof beng pvon of Conn wt he wark of undermine oe on —— RT inceior belief and values with ous emesis actions and Behavoce Tis means thas cr espoured values should march our enaced values. In theory, chat may sound selcvely simple. In racic, being congruent sero the many sll and big decisions and interactions we experience in our daily lies canbe much easier sn han done. “This chapter offers a Foundation fr how co move that good-in-theory concept into the ety of practice ‘The ensemble that crated the Socal Changs Model defined Congroence thi way: Developing» clear Consciouane of Self rica element in being congru rt Being ler about your velus, bale, strength, ond Hintation spe ly important is, herefore, imperative understand your most deeply fettvaue and betas before Cangruence can consdiusy develop. (gher Eduction Research tite (HER 1996, p3868, AEADERSHIP FOR A BETTER WORLD ‘CHAPTER OVERVIEW “This chapter begin by desing what means to be congruent with ones personal sales Some of he challenges thar come with being person of congruence are con siete, inclaing che ambiguity that ea part of many situations hae nvolne Con grvcnce Fin, several suggestions ate feed for how ro hegn fostering a deeper sente of Congruence KNOWING THE SELF for Consciousness of Self) isthe bedrock of Congruence Before we ae able embark on the work of Congruence, which is aligning our outer world of actions with our inner world of values and be- Tif, we need to havea Fim grasp of who we ae on hens Indeed self-awareness {x foundational ro leadership and Congruencs. However being able to arsiculace clearly onc’ values and prises is not eno si means dat we need 1 ke our know ‘ge of Consciousness of Sef nd ransform ino action to achieve Congruence. In many ways, Consciousness of Self and Congeuence havea synergic rel tionship with each oer (se Figure 4.1), We need a stong foundation of el awae nes in onde o act with congruence. However the relonship can workin reverse ‘aswell It is quently che cise cha che more we prioritize acting Congruely the more we lear about ourselves nxturn The proces of becoming ineeasingy sae essed slbawarenes and a of our actions and how we pend our ime ca ead ri claication of ou pivice. ‘Congruence isa cornerstone of elective leadership. In their study of more shan 200 change agents fom diverse backgrounds and inerests, Prcat Emery, and Thompson (2007) found thar long-cexm leadership acomplishmencs had less co do with generally ated sues strategies, such ax honing in on the best idea FIGURE 4.1 The Synergirc Relasionship Beeween Congruence and Consciousness of Se congruence 6 ‘ox orgarizaconal sera Teagues 2007) explained, We leraed tha, fo the moss par ex reams, and organisations ae simply ordinary people doing exeaordinary things hat rater othe (p5) ln ocher words these were leaders who cou iden thee pats and values and acon them. These leader were congruent “The 200 people imeriewed spanned a range of pesonalies and some were ven rlaccan 0 think of themaches leaders, However, what wat consistent with sll of ches densified change agents was cheirpesoral emmiment co work forthe tures and purposes thse were congruent with thes fundamental coe being, That Congraence shows up inthe daily decisions we make about ow co navigate cour lives Fr example, the sorority member who challenges her scers nor oartend 2 party with rai heme a their neighboring teri is being congeuent with her ‘ales soc ase: Meanwhile, an ahlete who beleves his involvement in spores hhasbeer an invaluable experience mig bea voluntcer coach or the Special Olympics ‘prose similar opporeuites o others Tn both ofthese examples, these individ alsalignsd cei cone tobe congraent with their deeply held values and bebe ‘Ava pctois swareneas of core value roms, he desve to act consistently with those vues grow aswell Assessing what maters and why itmarcees is fordamencal to becoming 2 person of Congruence, but tha simulancously requires personal 4 Soa process of elf evluation and growth (eee Figure 1.) ‘Sometimes this can be a dificule process, because t demands us to reflect on out core sll che good and she less than eee RRR 0 ote terriers roond rugheanbmngcomfre and strength Cy, oon orecvatng om Bion University di’ hav aj ned oo © 99. secand cage continued ny job it following my raion dy TT wosks after my gradation were led with Jo garviews uring the ayng cb hurt proces, earned more abost mje than ever be ‘ore From speaking withing manages about my srngtte, weskneses, id pe ‘ions and sharing ster eciang tide aboct mye, developed inte svenger70 LEADERSHIP FOR A SETTER WORLD choca for mye Ihave avays had an understanding of who ams parson: ny belt, values, and motivation: however baing tasked oar these nian: ioe pars of who Iam enabled me to tu slily them omy psyche, Mong ‘exward into my earer, lam exited o maintain Senseo congruence regard) who lam as an ned -~Deil Biggs rae on Urvesiy, re shedoblemseredin rt ‘insron and dace perfarmanc and choreography Sh had may ead laser Boston aah curerty serer at fume development scat at Meee Theat Tn a commencement adises 2 the Massachusetts Insite of Technology (MIT), Nobel Peace Prize winner and former serecary general of che United No- ‘ions Kofi Annan (1997) refected on the imporcance of being guided by ons own Sncernal compass. Annan understow the gradusteshe was speaking to well ecause hachinwetf was once ascudenrac MIT. However Annan initial days ae MIT brought forth feings of inadequacy He eked about feng overwhelmed in a group of 0 ‘many talented seadens and did noe know how he would possibly be success in that envzonment. Annan went fora wall sven he was sudden sack And, with thar recognicion of the need eo atoms a plate of congruence Annan reprced fling his ane inscandly sae to diminish, Ashe aticulce, “To live iso choose. Bur choose well you mustknow who you ste and what you snd tor, where yu want go and why you want t get ehere™ (para). ‘SELF-AUTHORSHIP As explained previously, the ensemble chat created che Socal Change Model of| Leadership Development defined Congesence in cers of authentic and consis tency across our thoughts, feelings, and behavior In other words, Congruence ours ‘on many eves including how we thnk, how we fel and how wea in inceracron with our surounsings and with others. Extablishing Congruenc, chen, becomes & Cong nm ings and selawareness align proces of enabling the inner woe of thoughts, feelings and swith on Behaviors and sions ia his oe her outer wold "Salfauthordhip an aspect of hortan ne ‘hac s explained in the work of developmental psychologist Rober: Kegan (1994) and farther investigated, paciclcly for cllege sadents, through the longitudinal ‘esearch of higher educasion scholar Maria Baer Magoa (2008, 2009). Ac che aye chae are con nected ovr unique interna oie Selfauthocship develops a an imegaton ofthese separate but very eat’ ee nen done sh GRR 10 bee gts QOD vent hae Pate allege student, sis chee dominane guestionsrclaced co these ares of devel sive) inerapersonal), and ierpesonal) ‘How an individual makes eae of chese questions could Be driven by exceral orintemal feces, Fo example se aspiring sedent leaders could both chink “Wat kinds of relationships do I wan 0 conserut with ochers" One sade might an ser thar question by nerworking with pascular people tha he or she believes to ‘bein positional leadership roles, becsuse har atudent may have heard fom someone se char our best chance ro become a leader in chat organization sro know chose TABLE 4.1 Self Authorship and Congruence Dimension of | Related Question | What Would Congruence in Self Authoeship “This Dimension Look Like? si Fido? ‘igor sop oe = stand gegen Woon ig dip ndesandig oo fone Deiningtis nanstanso nic “Wr KdeaF canis | tnarcing hots a deYatersonone th | ued purse oie Treo72 LEADERSHIP FOR A BETTER WORLD aleeaiy in postions of power. Meanie anecherseadencmighr have considered the ‘ype of eelasionthips he o the wanes fe to reflec authentic and musa esn- ing. Thar student may also nerwork with the same posicional leaders, bus perhaps ae the outcome mighe be the same, ‘whatie evident in che scond examples that the suudent wae able ro male a decision from an internal (or increasingly se¥ authored) point of view as opposed vo uncrit cally selyng on wh others dcete ‘As individuals grape with the chez dominant questions om the journey 29 ward seFauthoesip, hey progress fom making meaning of dei words in ways thar ate dcraced by external forces (at demonseratedin the firs example o making meaning of thei lives in ways cha are intenually driven and deeply connected tin vidual beliefs and values ax dernnssrsed inthe second example). SelF authorship ‘nthe capaciey hac arcives a the iternallydrsen end ofthe spectrum. Indiidaals who ae sal achored can take in alle information oftheir soroundings nd make eaning of iin waya that ae internal derived “re, we can begin vo see how Cengruence can be connecced ca slFathor- ‘hip. Congruence hae a degree of difculy associated with becuse we donot exist in vacuum-—we ae connected others and environments and this compicaces he cask of congruence. Congroence is nc as single as just knowing our values and act- ing on them. Inaread, Congeaence cequres shat we identify our values and belief, yescbur alo that we fgure eu how olive thote values when fice with the armbigae ity of being in elation wi orhers CONFLICTING VALUES: OUR CONGRUENCE AND OTHERS’ Acringcongruendy ay be ested when engaging with others 2x we learn to navigate the ambigity of how our values incest with the values of ouhers, Working with {group can presene an imporcanechaenge for Congruence: what ro do when onst ‘wn vlc and principles ace in coneatitin with those of oxhere? As Business ex curve Paul Gann (2001) articulated, navigating personal rus alogside he wuths of echers san iportane journey in theif ofa leader os ema tht Lam ht accorng omy owe rath? The answee iy isthe source of my sen an enema eo say he ou. Is ny Congevence 73 scmpase and engine Hoeres the sneer no, not man bea ly ‘fei leder When I chose ob lear, chugh Tas ling an ele ‘sted age offen and pig Lie id rez wae sera roing ‘even haying fil nd aking onan rrr postion. Tobe ser leader is insficiee nly oberg Ie ax jus tho who shave oy ath who sim tole. eal he others who do nx share de sme neds desis Toe 1 sess through sete and walk nts. mus vecognize tei seus si thy were my ery om (91) CCongruence ie very mach a balancing ae. Working congruenly with ochre mg be easier if everyone had simula value ind belief, bu char enor reaine We increasingly work and interact with one anothec actos rich diversity and experiences, ‘Asthe world continues o become move and move globalized, we are eequenly hal- lenge ose the muliple pespecives ofthe sitatons in which we engage ‘A large leadotship cesearch project involving more than 200 rescarchers from around che world highlghes this poine The Global Leadership and Or ‘gnizational Behavior EMfecciveness (GLOBE) research project started more than 20 yeas ago asa way co explore how clture affects leadership (Dorfsan, Javidan, anges, Dastmalchian, & House, 2012). Many faeresting findings bhve emerged from thie projec including che fact tha there ate multiple leader ship este that ace desirable zeros cleural oncets, such as honesy and eras worthiness. However, shis study has ako found many examples of eats that ace desirable in some eultural contexts and nor other, rack as an emphasis on rales or encouraging competion within groups. What these resus remind as fa that vals ate subjective. One individual a cltueal geoup may place eremen: ous value on something another individual or cultural group strongly disagrees with or vice vers. Congruence Gets Complicated Lets return co the basic concept of Congrucace 26 knowing who we are and then aes in ways tha ce reecvone ofthat knowledge sit alays that easy? Certainly hots This is pacculcy crue when we find oucle in envronmenc that ace not ‘congruent with our ientces and may esen demand us to exise in dicen ways than what fel suchen eimes te May een Fao ‘ousches fiom a particular stuaion when we can. Ax other sires that i not 2974 LEADERSHIP FoR A BETTER WORLD, ‘ption and then we need ro make decisions abour how we want to exist within an ‘envionment whes ic stems incongruent with ou sense of ele ‘There are many dimensions of Congruence thar are decided and controlled ae {he eve of the invidual. However he lrger sil sretues of power snd pri. lege tar surround an individual lo pla role in tac persons capacym at con sruen Leadenbip researchers Dugan, Kodama, and Gebhar (2012) sagged that much researh and edacacion about callegesrdent leadership doesnot give adequae aentor tothe ways tha broader soil ercries can affect leadership As «specifi example of this they call atenton so the ways leadership approaches an ‘erace blind bur emindedceaderschat“ladership epresencs socially constacted Phenomenon and such is directly influenced by other sca constratons sich as sae (p.174) nother words the social densities chat each of us embody (uch cae gen des sexual orientation, national, religion, ably, ee) affect how we interact with the world and one another. Each af these dimensions aft our sense of who we are fn the world and, i ue, ffct how we wl conceptualize Congraence. Complicating Congruence: Right Versus Right CCongruence is subjesive and influenced by who wear and she contertin which we arc embedded. This add a ayer ofeompexiy tm how to act with eongraence It can 8 even more challenging, pacculaey when we scat ro think about how to choose between deisions at ack an obvious ight" congreen answer: Quesins of congruence ae sey eelaed to simile sues that ar explored in thinking abou ec eadership, Farmer profeesos journalist and founder of che Institue for Globat Ethics Rushworth Kidder (2008) obteved tha mest a oi di fel ethical decisions ar acy a simple as choosing hetween a igh and 2 wong ‘pron stead. che are chllnging because we re faced with choie betwen ight vers igh In other words, leaderup decisions rarely presen us with one choice ‘hari leu congrien with ou belief and one that In fis book. Fow Good Prope Mate Tough Choices, Kidder (2008) suggested hat these cighe-verusright decisions generally fll nto four dierene categorie # 75 Congrence TABLE 4.2 Right Versus Right Decisions Caregory __| Related Leadership Decision Tht Shp een ‘Harbor ling ‘Seal hae wah poop newbs ha = noel et em dh rath ol Tedder | Weer nos advil af te oop oe comm nr itor er barr rsh op pat pe he abides sonony? De upg conmriyUcion mae oh ier oe seen en nwt eon den wh oppure we Saf lied yd ene Sharam | Delrin wy dr ol be silo sar pal lange ave qual somes nthe re Trond fy grup mse rach eed atonal dng no rod coder faving ar ela Te pose compen Tadcaster nj one poe Do charg ow seo take ur ome hale? Foermnrmg | Bot poe egy pci etl ain el Homa sdclogosb peo Taga propery Fens rosso an themimuntenatd gece kong eres oy atin Saeco ah (1 eth eo) nol eo comma (3) shor tre veto term and) sie eras mee ah a cae aris wean Bee with wo"fod or ah las hs Se Tbe 42 fr ene of we hee report ip crn edehip dacs er (200) gee that ndersaning tee or dominance vgheveru ig eins impor bree nae hopper tye bre anderen he seton ne recon Ti canbe prea tic when we reconsidering Congrnc we ae ging thas nario in which we wan be congruent el we recone shot ni Secon ows sed sa then onserng hehe we hve agen ihe7% LEADERSHIP FOR A BETTER WORLD sation can provide imporcan information ro help ws fgte out what we ned to onext. However as Kidder (2009) explained ju knowing what kind of righeeeraus- Fish swatlon we ae in noc genealy enough co eft fnd a solution to the Problem, Insread, we need some cols char can help us analze the ight seeurghe — Kies offre thee such thinking rameworks char provide ways to consider what co prise when making decisions among rough chaies: 2 CRIBB + ancvoreve pore ding huss wl podace eprops same of pops 2D 1: rev iconctitingbehvon trond be eters aw In other words, rle-based thinking compels us choose to actin apt nayene dal 2 RIED sc. pint poingareandconer roth ‘ers frat and considering what the other person inthe semario would want This ramework ensourages us t sep into someane ele’ shoes and see the world through his or he eye, “To summarise, Kidder ofered four ctegories tha gh versstighedecons fen fall ioe Then he sugested that thee ae thre thinking ameworls Hae we ‘an use co evaluate which rghe decision we want ro make. These frameworks 4 srmply cols and chere is no particular einking framework shat is more igh han other Instead, ie up ro each of wt ro decide which fiamework (or combination of frameworks) fel he most congruene ro ut and use it ase sink theaugh hese ele decisions. Consider as an examples studen advisory board shat deeemines whether new sedear groups should be approved for eecogision or not. The campus eeglarons sae thar stadene groups mast have 20 members ro be recognized by the institusion [A nse sa new organization for Maslin women chat has noe been able to eeach 20 members. Some members of de advzory boaed feel they should challenge the campus epelaton (One member sates,“ have personally gained so mich om being able to con- nec withedher sacs who share my experience through the Black Student Union, Congruence 7 Think ohersmdent should have har oppoctunity eo Another member pins ou har ehe campus clams valu iversey and helping all sudens fel welome and at home, bur this regulation would seem 9 am counter otha aim, "Tis new organi- ‘zation is pariculy needed because ehere arene many Muslim women this cn pus. Thain itself makes ic hare foe this group co eerie enough members qualify for recogni Twomembers argue in favor af upholding she membership rle. They axe concerned that by making exceptions, che group Would be insestng ebjectivigy Ineo a proces thas meane 2 be objerv.“An objective process i ou only way 0 procect puns some groups bing given special vars or preferential reste” ‘Whar rypes of righ-weceut sight desma igh apply inthis scenario? What thinking frameworks are che various members using 2 they thik dough what todo? CONGRUENCE AND AUTHENTIC LEADERSHIP [A concep shat is losely elated ro Congrusnce i tha of authentcey. Authenscisy cen bethoughrofahavings frm grasp of who we a wilingnest o objec ae knowledge the desiable and undesirable aspects of who wear, anda ability o ace Jin slaon tothe external world in ways char refer those aspects of slP knoe (Kerns 8 Goldman, 2006). This sounds very sila to Congruene, doce? ‘Authenricsyundergede leadership perspective cha hs gained considerable attention since he new millenium —authenticlendersip (Guednet,Coglisee Davi. {& Dickens, 2011). Theis of authentic leadership originally emerged a response fiom leaders and scholars who felt chey were witnessing far tao many examples of the breakdown of eaderahip—situaons inthe ate 1990s nd ery 20008 hat chal lenged ethical concep of leadership practice Since is emergence inco the leadership erate, authentic leadership hae fined increased sersion in research a leadership model However, some scl: aa have suggested cha authentic leadership is much broader than jst a model of| Teadecthip. Instead, some argue that auhentc leadership i cell the Foundation ‘of many atherelaional fom of leadership (Avaio & Garner, 2005) ‘Authentic leadership has een defined in several ways, However, aro may ifeen deficons of auhertic leadership there are ome key clemenc thar remsin78 LEADERSHIP FORA BETTER WORLD [iy consistent. Generally, we can think of authentic leadership as an approach in which the leader asa deep understanding of wh he or she and aes in way he ae congruene with that elEknowledge. an theough the trusrwosthness char ds ‘havior fosters the Inder empowers, motivates, and encourages de stengs of those with whom chey work (Ganner ec al,2011). om nthe fl of my sophomore yes decid toi a erary AS "TD. 202 member | learned the vie and creeds ofthe ogartoton ‘bt observes thet members win the Greek canemify re rk tering Ww thse negral spect ofthe community Rather han sie "ie my values and those that had learned Sided ov for Palle re font and docteated my eons to improving the Greek comeuay, ‘ea Roveris femar suet a Getabirg Colge, mer he winched wh ne Get Laaenip Center a aigaretion tha cets opposer dae Svs te develop te ener ule: ham a pretence According leadership share Asi and Garines (2005) authenicleaders canbe characterized by the fllowinge ad are avare of che bens chese bingo the groups of which ey area par + Authentic fade well a how they fst about chem, and cei actions fallin ine with ther oWRechical code, oY Although auhensc leaders hive 2 fm sense of sl hey are equally open to ‘westoning thei stsumprions and learning from the perspectives uf oer, + Authentic leaders d leering new ways of seeing an ete ‘es comictions s0 avoid hopping onc an ‘dea purely becsuae i is wendy or pop ee 79 Congaence Lesdets who ae inauthenic act in ways they believe others expect chem co act richer than being rue t0 who they aleeady ae. For example, seudent, Faipe, may bbeawatethar he hat 4 more introverted personaly, but pechap he thinks tha och do at believe introvert can be a leaders. So Felipe does noc consider the hn lingo Ise ele psa is ery eying te Shinkei aero The ony meee om ies seg, tbewe hie snp een ener et go does or bee om ‘Semon arrears bg gps Toning ogra meas bel thar ne You i enough he eon lus eg sn lh you ing te ole oi tnd bv whe pup, Cerny ag! hig sal) se tee nsec dif peopesie Howes hci cation beingsoneingyovee ne Aihngh ng pe ie presi Sharpen fem oyu esa ve sacs pp ang ypu. mvecmforaiinchemomen gee wring lege the lng rin CONGRUENCE AND COURAGE Teter npn spun te eee en ee eee cet Scie at nn Coes iisemcmersenel ct ai sigrecfovapetapsbenen wrasse Sg ae of oper a vonlnlontatel icon th beds eggs ing lay py on origi tasbhawsnn crews Secon ews one requis anther form of oge—the cog cele in80 LEADERSHIP FORA BETTER WORLD. _good enough or worshy enough tobe the ones who stand up fr what sigh, they se acting fom a ack of courage co elie tele ll sees, Marianne Williamson is an author and former hea pastor ofthe Renaissance Unity Ince Spcual Fe lowship.Some oF er watings addres che ise of summoning the courage to bee in our silos be ch ‘Willsmson ariulated the level of cour ag an take ro overcame the fear of allowing our outer lifer eee the power of which ous inner lifes anare Obright norour dake hat most rene ur Wea ouch, Who am robe bilan, gogo, lead, fabulous Acually who ae you nt cae? You rea cil of Go. Your ply ngsval doer se the wood: Thee thing enlightened shou shrink Ings hac orher pele wor el insecure sound ou. Weare all mean 0 shineas cde de- We wes born emake manifest pss Were beaed omourovn fe our pstnce utomanealy brates other (ep 90-191) Al people have che poten ro shape heir surroundings. Sometimes iis es fers look co others so do the righ ching-—perhaps ro the elt leaders orto the urging, popular or wdl-zpoken leaders. However, leadership can come from sn where in che organisation and from anykind of personality True leadership happens ‘whenever an individual makes the dessin co ace congruent with the intencion He Ways Oral ways, esderdhip happens when peuple rec- ‘ize chacthe ching thar moves hem is worth acting on no matter the level of dE culty char may be associated. As Kouzes and Posner (2007) articulated leadership begin with something tha grabs hold of you and won lee go" (p.50). Discovering what chat something iconstcues che journey of Consciousnest of Sell Taking cou «ages action on that denied somethings the journey of Congraence Sastning thar courageous action isthe work of Commitment (ee Chapter 5) congruence at CONGRUENCE BUILDING Many of she ideas discussed inthis chapeer eared ro Congruence can seem rather share ntl pu into patie. Artie pone you may be wondering hwo goabout building or enhancing your own capaci for Cangraence Following are several ideas ogee yousearced, GRID 5 cto shee renoddovho eb cogruc ed Sep Thsee beperpleyeu ko odes you cone or oa ute we tor eden rhe on How you tt he es ante ane ey a? 2 healt ofyucepral Seed renee Nerrenetererdvetcicsandpronistaor Pina Seal Pah ee yon porting ing ht erent wis youre vlc tdi ei seme oping way oder snd shee prone the oan ees Dos Ts chrgsoying cucu yin snort dlicand belle u se ues dovn and econ he pst Set with Congres wel naka we ily Tecnu Canoe swe Meier jul about tgend mall eee ELS iocconguen: Whar dou soc sou hs estoy nrc’ Aether hing tar sri you: eee igs you wan Sommer hatin che re! CONNECTION TO THE OTHER Cs Juse a lerming ro cnace the osher Cs of the Social Change Model enables per- son to be congruent, Congruence increases eecienes in the ether Cs. Having congruence in stations when one value and principles are questioned improves CConsciousnst of Self. [alu reinforces one esol c continue with Commitment “The group Ce ace also positively seced by Congruence. Groups ean foster sore authentic Calboraron, Common Purpose, and Coneroversy With Giviy wen pariipancs are Congroene with ei values and challenge others robe Coa _gruencas wll Finally, Congrueace with onc own values makes possiblecobe more82 LEADERSHIP FOR A BETTER WORLD eerive as an engaged Citizen. Exiting in a society can help indvdals be more sae oftheir own preferences and values and also provide opporniis to seck 9 tundertand the perspectives of ehees whose values may fc fom thee own CONCLUSION se GE os sigs pean of Congrsene ‘means standing alon for what one knows deep down mast be dane. There my tery wellbetms when aig wid Congaence wil no be he popular hoe and hen ie wl mem aking rks wich which others wl not pee. Adora we esp indole embed win lnger cra of soil sn else rones The sean tha congunee can be dif oc sompbese, parca nemo ha promoteenpertins ndash ae or congruent onde in that environment Buc thera iter nd enteral reward forthe whe ce {ebb Cngrunce hat cangeche shape of how weiner wits once inreingy dvr andneeonneed tions evs psp Marin Baber lst an Hasidic saying Everyone hood carl abe ich way ashe ees hi, and hen bape sha ay wih al hi strep (Kamer 201,22), Making this hie is embracing Cngrmne ander of bigs ender anda charset erg te @ discussion auestions 1. How can the personal values of individual group members coneibute eo or be transformed inco shared group values? 2 Describe an example from your own experience tac ilasiates cach ight-verss right dilemma discussed in che chaptes, 3. Suppose you begin o realize tha your fundamental values ae in atk opposi- ‘on 0 chose with whom you ae working. How fr should you bend for che ood ofthe group? What isthe threshold ac which you woul wall away om the r0up or projec? 4. Doyou think cove values can change? Are they fed or Rese? congruence 83 ACTION AND REFLECTION 1. Wald someone whos me you be bec el your aes by seeing yoerbenflor Doth sr yo ssn se owl 2 Ror (ara pr sti i 2h in li sy) as oy ob congue oe “an ences awa scan iene haleagig tobe congruent whoo 3. Bnmin your scl me pos ver he ps ew weeks. To wha xn does youn presence igh ho you rear? Wenlda pron whe door now ou ve an crepe fh youd he port Yosbuselonwhathyseolie! 4 Ure the iin Tae 43 age ou dep on varus mesos of Cong Ree on ho ou cl dew pec of yout dep capacity