01 Jan Philosophy and UX Leadership: How Empathy, Choice, Communication, Creativity, and Context Shape Management and Mentoring
Philosophy has long been a source of inspiration for leaders in all fields, including UX leadership. The ideas and concepts developed by philosophers can provide valuable insights into the nature of leadership and how to effectively manage and mentor a team. In particular, the following concepts can be particularly relevant for UX leaders in relation to management and mentoring:
- empathy and caring,
- language and communication,
- creativity and imagination,
- context and cultural sensitivity.
Each of these ideas offers a unique perspective on the challenges and opportunities of leadership and can help UX leaders to create a supportive and collaborative team culture that is grounded in ethical principles and values.
EMPATHY AND CARING
Nel Noddings highlights the importance of empathy and caring in shaping our moral lives and our relationships with others. Noddings has written extensively on the role of caring in education and has argued that caring is a fundamental aspect of the human experience that is often overlooked in traditional moral theories. In her book “Caring: A Feminine Approach to Ethics and Moral Education,” Noddings argues that caring is not just an emotion or a feeling, but a way of being that involves actively seeking the well-being of others.
One example of how empathy and caring can be utilized in management is through active listening. As a manager, actively listening to team members and understanding their concerns and issues can demonstrate empathy and caring. It can also help managers to identify and address any issues that may be impacting team members’ job satisfaction or productivity. For example, if a team member is struggling with work-life balance, a manager who actively listens and shows empathy may be able to offer flexible work arrangements or additional resources to support the team member. This not only addresses the team member’s concerns, but also demonstrates to the team member that his or her well-being is valued and prioritized by the manager.
LANGUAGE AND COMMUNICATION
Jean-François Lyotard emphasizes the role of language and communication in shaping our understanding of the world and our relationships with others. Lyotard, in particular, is known for his concept of “language games,” which refers to the way in which language is used to create meaning and convey knowledge within specific cultural and social contexts. In his book “The Postmodern Condition,” Lyotard argues that language is a fluid and dynamic system that is constantly being shaped and reshaped by the forces of history and culture.
Lyotard’s idea of “performative” utterances, which refers to statements that have the power to change the reality they refer to, is relevant to leadership and authority—especially as relates to ways to create a shared sense of purpose and direction. For example, the meaning of the statement “The university is open,” pronounced by a dean or rector, has an effect upon the referent (the university) that coincides with its enunciation. This means that the statement has the power to make the university open, simply by being declared.
This concept further relates to leadership in the sense that leaders have the authority and power to make statements and decisions that affect the organization or team they lead. Moreover, the sender of the statement must be invested with the authority to make such statement, indicating that a leader’s authority is a crucial aspect of their ability to effectively communicate and make decisions that can change the reality of their organization or team.
THE DISCOVERY OF REALITY
Iris Murdoch focus on the importance of creativity and imagination in shaping our understanding of the world and our relationships with others. Murdoch is known for her concept of “the good,” which refers to the ideals and values that inspire and guide our moral lives. In her book “The Sovereignty of Good,” Murdoch argues that the good is not something that can be defined or quantified, but rather it is something that is experienced and expressed through our creative and imaginative capacities.
This perspective is relevant for UX leaders, because it relates to leadership by emphasizing the importance of striving for a higher moral and ethical standard in one’s actions and decisions. In adapting Murdoch’s belief in leadership, this translates to making decisions and taking actions that are in the best interest of the team or organization, rather than being driven by personal ambitions. A leader who is guided by the concept of the “good” and “unself” is able to act in an ethical and moral way, leading by example and promoting a culture of integrity and responsibility within the team and/or organization.
CONTEXT AND CULTURAL SENSITIVITY
Judith Butler underlines the importance of context and cultural sensitivity in shaping our understanding of the world and our relationships with others. Butler’s theory of performativity suggests that individuals and groups are not passive recipients of social norms and expectations, but rather, through their actions and language, they actively create and reinforce those norms and expectations. For example, a leader who promotes inclusivity and diversity through his or her language and actions, can help to create a more inclusive and diverse organization or team; thus, a more equitable and just culture.
TAKE AWAY
In conclusion, as we know, a materialistic approach to leadership may prioritize the acquisition of wealth, power, and control over others, leading to a more hierarchical and directive leadership style. It may also result in a focus on individual performance, rather than on team cohesion and collaboration; that is, the focus of a philosophical approach, where success is more broadly defined and can include factors such as job satisfaction, employee engagement, and overall well-being.
There are several frameworks and approaches that emphasise empathy, communication, creativity, and cultural sensitivity, as well as the goal of creating a supportive and collaborative work environment. For example, Robert K. Greenleaf in his 1970 essay, “The Servant as Leader”, speaks of servant leadership, where leaders are seen as servants who are responsible for empowering and developing their team members; thus, prioritising the needs of the team and subordinates.
Then we also have Emotional Intelligence (EI) and its impact on leadership. This popular framework has been linked to improved relationships with team members, greater job satisfaction, and higher levels of creativity and innovation.
Another recent reference is the concept of “Authentic Leadership.” This approach emphasises the importance of self-awareness, transparency, and ethical behavior in leadership; hence, authentic leaders are seen as trustworthy, ethical, and empathetic.
All these references demonstrate the continued evolution and growing popularity of philosophical approaches to leadership in the workplace.
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