Leadership in social impact work is tested not only by regulations and strategy but by moral and relational complexity.
Faith-based principles, particularly those emphasizing service, can guide leaders through crises. Robert Greenleaf’s concept of “servant leadership” asserts that authority emerges from nurturing, protecting, and empowering others rather than from positional power.
In practice, a leader navigating a contested board decision may face pressure to prioritise ego or personal alliances. By applying a servant-leadership lens, they focus on safeguarding staff, maintaining community trust, and aligning decisions with organisational purpose. Scripture reinforces this ethos: “Whoever wants to become great among you must be your servant” (Matthew 20:26). This principle translates into everyday governance: listening actively, mediating disputes fairly, and prioritising mission over personal gain.
Examples abound in nonprofit management. During funding shortfalls, a servant leader may choose to protect staff salaries rather than discretionary perks. In programme design, they may incorporate community voices into decision-making processes. These choices demonstrate that ethical leadership is not abstract; it is manifested in concrete acts that uphold dignity, trust, and sustainability.
Learning: Complexity is inevitable in social impact work. Leaders guided by service, humility, and ethical conviction can navigate turbulence without compromising purpose, strengthening both organisational resilience and community well-being.
-Lele
Lele Muthali 