Translating it to modern world, philosopher-manager cultivates critical thinking, inquisitiveness and inquiry.
With Apple’s market capitalization soaring beyond $2.1 trillion, eclipsing the GDP of nations like Italy, Brazil, and Canada, and Amazon boasting a workforce surpassing the populations of Estonia, Cyprus and Luxembourg, with its 1.5 million employees, it is becoming increasingly clear that corporations are not just playing the geo-economic game—they’re setting the board.
In a world where corporate giants rival nations in economic might, and proprietary technological innovations hold the power to reshape the very fabric of society, one might wonder: why do the principles of philosophy seem to apply to political leaders alone?
For centuries, philosophers have fervently debated what the quintessential qualities are that define a ‘good’ leader. Yet, among the plethora of theories, none has resonated as profoundly with the contemporary world as Plato’s philosopher-king. The concept of the philosopher-king stood as the central pillar of his vision for his Ideal State—Plato’s utopia where the wisest rule to create a just, virtuous, and rational society. This was because, at his very core, Plato believed that until philosophers become leaders, or until leaders become philosophers, there is no road to real happiness, either for society or for the individual.
The idea that philosophers should become leaders emanated from Plato’s belief that the philosopher possessed the required knowledge, intellectual acumen, and rigorous training necessary to assume the mantle of leadership.
For him, the art of leading, similar to any other vocation, demanded a specific set of skills and qualifications. Moreover, the ultimate objective of philosophical leadership was the holistic welfare and prosperity of the entire populace.
Picture this: a corporate leader who combines the pursuit for profit with a steadfast commitment to ethical principles, one who blends ancient wisdom with modern management techniques, thus becoming a true embodiment of what Plato would have likely dubbed ‘The Philosopher-Manager’.
An awe-inspiring vision, isn’t it? The question though is, how does one ascend to such lofty ideals? How does one begin to walk this path to enlightened leadership in a business environment where merit seems to be measured solely by results, with no regard for rectitude? Fortunately, Plato does not leave us in the dark. He provides us a roadmap – a blueprint for aspiring philosopher-managers to emulate and embody.
In Plato’s view, a philosopher passionately seeks and reveres the ‘ultimate Truth’, tirelessly striving to gain insights into the nature of reality. They possess the ability to distinguish between Beauty and beautiful objects. The philosopher’s curiosity goes beyond the superficial allure of beautiful things, delving into the essence of Beauty itself—a timeless, transcendental concept that captivates their intellectual pursuits.
Translating it to the modern world, the philosopher-manager cultivates critical thinking, inquisitiveness and inquiry in their employees. They give precedence to perpetual learning and continuous refinement to remain adaptable in the face of ever-evolving markets, technological advancements, and shifting customer inclinations. Prioritizing long-term objectives and sustainability over short-term gains is imperative. The ultimate goal of a philosopher-manager should be to harmonize their vision with the pursuit of Truth, regardless of the domain their organization is competing in. This pursuit will automatically distinguish them from their competitors.
Moreover, Plato believed in the inherently transformative power of the philosopher. A philosopher-manager inspires change through a culture of self-reflection and purpose alignment. They encourage transparent communication and personal growth, fostering balance and emotional well-being. This form of leadership cultivates a value-driven work culture, leading to a motivated, fulfilled team, and a stronger, more ethical organization.
Additionally, such leaders encourage moral decision-making and resilience in adversity.
They rebound from setbacks with an optimistic outlook and a willingness to learn from mistakes. Philosopher-managers actively work on developing strong emotional intelligence and deepening their connections with their team members. They stimulate innovation through creative problem-solving and embracing diverse viewpoints, facilitating the emergence of novel ideas and fresh approaches.
In Plato’s view, while enduring injustice inflicts physical and psychological wounds, perpetrating injustice inflicts a much deeper injury—that to the ‘soul’. Given that the condition and strength of our souls determine our potential to become philosophers, preserving its purity and well-being should invariably take precedence.
Philosopher-managers recognize this imperative and conscientiously shield their souls by adhering to the principles of justice. They would rather suffer injustice than commit it.
It is essential to note that Plato maintained a cyclical view of history, asserting that anything that came into existence would eventually degenerate, including the era of the philosopher-kings. He believed that societies undergo a recurring sequence of birth, growth, decline, and eventual destruction. Despite the inescapability of this historical cycle, Plato maintained that there existed the potential for lasting human progress.
Philosopher-managers recognize that change is inevitable. They respect the cyclical nature of economic and market dynamics. This allows them to predict and prepare for shifts in their industry or market conditions.
They also focus on constructing durable organizational frameworks and fostering cultures capable of withstanding both internal and external challenges.
As the world grapples with economic uncertainty and ethical dilemmas, the philosopher-manager appears as a beacon of hope. The wisdom Plato imparts may be ancient, yet its relevance in today’s context highlights the enduring nature of human behavior.
It serves as a reminder that despite the passage of centuries, advancements in technology, and shifts in organizational and societal structures, humans and human nature have remained fundamentally unchanged over the last 2,500 years.