Abstract
This article presents hospitality as a pivotal value in the context of increasing diversity that characterises the complex relations in which leadership emerges. After reviewing the concept of Otherness in philosophy, the notion of hospitality as developed by Richard Kearney in relation to his philosophy of religion (The God Who May Be) is introduced. The case of Nobel Peace Prize Laureate Chief Albert Luthuli is then presented as a biographical leadership study from the African context to illustrate how hospitality as open response to radical Otherness may inspire collaboration and foster positive change. The article then addresses ways in which the notions of hospitality and Otherness present new opportunities to leadership studies for responding to the relational challenges of the globalised world. Amidst an increased scholarly focus on relationality and the need for relational intelligence, globalisation routinely confronts leaders and their followers with radical Otherness. Through dialogue between theology, philosophy of religion and leadership studies and by presenting a case from the African context, the article offers in print what is called for in the global context, namely an open response to the alterity of the Other that enables collaboration amidst increasing diversity.Contribution: Proceeding from a transdisciplinary engagement, the article illustrates that leadership studies stood to benefit from dialogue with theology and philosophy of religion, which offers ways of addressing the Otherness that characterise the globalised context of leadership.
Highlights
The increase in various forms of diversity calls for unprecedented skill in building relationships as globalisation and global value creation steadily pose new challenges to leadership
We propose that leadership in the various sectors of politics, economics and civil society may be enriched by the contribution of philosophy and theology
In the context of globalisation, organisations face Otherness through many forms of diversity – cultural, social, economic, and gender
Summary
The increase in various forms of diversity calls for unprecedented skill in building relationships as globalisation and global value creation steadily pose new challenges to leadership. The challenge of relating to individuals, processes, values, beliefs, legislation and practices radically different to one’s own takes centre stage in globalised value creation. To this end, Baumann Montecinos (2019) and Wieland and Baumann Montecinos (2018, 2019) have proposed transcultural leadership as an attempt to describe effective leadership in a globalising context. It is important that the cultural alterity encountered in global relationship is sufficiently appreciated; as a premature emphasis on cultural similarities that enable cooperation, it may result in volatile relations.
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