Through rereading an ethical proposition from Imam Ali ibn Abi Talib (7th century AD), this article shows how the link between “belief”, “responsibility” and “action” can provide a universal framework for assessing the legitimacy of managers and leaders. The central message of this text is that no value system, religious or secular, will have lasting credibility without the realization of responsibility in practice.
1. Global issue: Crisis of trust in management: International organizations, governments and global media have repeatedly warned about the consequences of corruption, inefficiency, lack of transparency and the disconnect between declared commitments and actual performance. Global experiences show that laws and structures, in the absence of a responsibility-based ethic, are unable to create public trust. In this context, returning to the fundamental principles of management ethics - regardless of cultural or religious origin - is an undeniable necessity.
2. A transhistorical principle of Alawi thought: Imam Ali (AS) in a short but profound speech draws a conceptual chain in which true belief only makes sense when it leads to responsibility and action. In this view: values are mere claims without practical commitment; responsibility is the link between ethics and power; action is the ultimate measure of the honesty of leaders and managers. This principle can be easily translated into the contemporary language of governance and public management.
3. Compliance with Good Governance Standards: The key components of good governance - including accountability, transparency, equity, and effectiveness - are all based on a common premise: power is legitimate only if it is accountable. Alavi thought, centuries ago, expressed this same premise in a moral and humanistic form, emphasizing the primacy of responsibility over privilege.
4. Managers as practical representatives of values: In the age of global media, managers and leaders are not only decision-makers, but also “living symbols” of value systems. Their behavior directly affects public opinion’s judgments about:
the integrity of institutions,
the effectiveness of systems, and the relationship between morality and power.
From this perspective, every manager, whether in an international organization, a national government, or a civic institution, plays a key role in reproducing or undermining social capital.
5. Managerial responsibility as a human obligation: According to this framework, management is a moral obligation before it is an administrative position. A manager who:
holds himself accountable, even in the absence of formal oversight;
prioritizes the public interest over personal or organizational interests;
and values in everyday decisions, helps to strengthen public trust and social stability. This view is in line with the new approaches of Ethical Leadership and Values-Based Management.
6. Implications for Policymakers and International Institutions: Rereading this ethical principle can have a clear message for international organizations and the global media:
Governance reform is not merely technical or legal; without institutionalizing ethical responsibility, sustainable development cannot be achieved; the education of managers must focus on the connection between values and action.
Conclusion: The message of this article is simple but fundamental: the legitimacy of management does not come from power, but from responsibility. This principle, which has its roots in an ancient idea, is more necessary today than ever for the contemporary world. In a situation where global public opinion has become sensitive and critical of institutions of power, redefining management as "responsible service" can build a bridge between ethics, trust, and sustainable governance.
MNA
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