The exercise of critical thinking and the development of intellectual virtues occasionally conflicts during various leadership operations. Different decisions taken by leaders might not meet the expected moral values. The tensions that arise during the exercise of critical thinking and intellectual values result from interests in power and control (Graham, Nikolova & Sankaran, 2020). For instance, a leader can make a critical decision that does not conform to virtuous principles to protect power. Besides, tensions rise when leaders are obstructed from making certain decisions because in so doing, they would inconvenience their virtuous being. Such phenomenon present dilemma in leaders. For instance, the manager of a community-operated hospital can be in a dilemma whether or not to fire a non-productive nurse at the fears that the community would perceive the actions as inhuman. Tensions also emerge during the use of critical thinking and intellectual virtues to interpret administrative issues in leadership. The application of pragmatism in leaders could be jeopardized by overindulgence in intellectual virtues.
The Possibility of a Leader to Serve Faithfully and To Develop the Highest Levels of Intellectual Virtues
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Though it is seemingly impossible, leaders can still serve honestly and maintain high levels of intellectual virtues. Leaders can achieve both faithful leadership and prudent intellectual virtual by defining both human limits and leadership limits. Defining leadership and human limits involves the development of unchanged bounds in observation of leadership duties and human dignity. It is possible to possess credible intellectual virtues and perform leadership roles honestly by developing unchangeable personal and professional standards. A conscious leader should identify the extent to which he or she would go in protecting professional and leadership interests (Aberdein, 2020). Many critics argue that it is impossible for leaders to operate honestly and to maintain unquestionable intellectual virtues. However, it is indeed possible to cultivate credible mental traits and still make critical leadership decisions.
References
Aberdein, A. (2020). Intellectual humility and argumentation.
Graham, P., Nikolova, N., & Sankaran, S. (2020). Tension between Leadership Archetypes: Systematic Review to Inform Construction Research and Practice. Journal of Management in Engineering, 36(1), 03119002.
