Dignity Is Having a Moment

Photo by Matthew Henry from Burst

Dignity. The word seems to be everywhere lately. I scanned through my inbox one recent morning and three mentions of the concept jumped out at me. First, a Harvard Business Review article, How Does Dignity Fit Into Your Leadership? highlighted dignity as essential for effective leadership. Next, a conversation between Elena Bower and Laura McKowen explored dignity within friendship and what it means for the future. Finally, Maria Popova's newsletter, The Marginalian, highlighted Doris Lessing’s (1919-2013) essays, Prisons We Choose to Live Inside (what a title!), emphasizing that we have the dignity and power to shape our world intentionally.

As a big believer in following signs and signals, the synchronicity of these mentions in the span of a few minutes felt significant and prompted me to reflect on how dignity—both as a concept and practice—has profound relevance in today’s organizations. At its core, dignity is about recognizing the inherent worth of every individual and is closely aligned with the indigenous philosophy of Ubuntu and is at the heart of Ubuntu Culture Company’s ethos.

Ubuntu represents a universal concept of oneness and interdependence with all living things. Through an Ubuntu worldview, we realize our full humanity through our relationships with others. In business, cultivating Ubuntu fosters collaboration and co-creation of regenerative, life-affirming solutions in ecosystems of trust and dignity.

What Is Dignity?

Dignity isn’t earned, nor is it conditional. It is intrinsic to our shared humanity. Defined as the quality of being worthy of honor and respect, dignity reflects our universal need to feel valued, listened to, and appreciated. In the workplace, dignity manifests when people are treated as humans first—rather than employee numbers or as replaceable cogs in a machine.

I’ve mentioned that my dissertation research identified “high care cultures” as a necessary enabler for organizational learning. A key aspect of high care cultures is “honoring humanness,” which in essence, is recognizing the inherent dignity of others:

Honoring humanness simply means recognizing that organizations and project teams are made up of real people who have emotions and desires for connection with one another. Individuals want validation for their unique contributions and the ability to be recognized as multifaceted beings. One of the study’s participants expressed the belief that it is precisely the act of honoring humanness that makes a team work:

“It’s the human dimensions. That’s what makes it work. Paying attention to those, whether it’s a technology tool you are developing or the team that you are working with, it’s the human dimensions. It’s feeling recognized as a human being that makes people want to contribute to a team. It’s being spoken to at all levels of experience that makes people say, ‘Oh, here’s value for me.’ Whatever way it’s packaged you want to speak to people as people and respect them as whole human beings.” Beers, R, p. 138

Dignity-centered leadership operates from the same principles as “honoring humanness,” ensuring that every team member feels seen, heard, and valued.

The Ripple Effect of Dignity

The impact of dignity-centered leadership extends far beyond employee satisfaction. Studies consistently show that when employees feel respected and valued, they are more engaged, innovative, and loyal. A culture rooted in dignity enhances collaboration, reduces turnover, and positions organizations to adapt more effectively to change.

Moreover, dignity-centered leadership drives business results. Companies that prioritize respect and equity often outperform their peers, enjoying higher customer satisfaction, improved reputation, and greater agility in uncertain times.

When Dignity is Violated

The absence of dignity in organizations is all too common. Consider recent layoffs in the tech industry, where employees discovered they were terminated via impersonal emails or were locked out of their corporate systems without warning. Worse, some companies publicly label the group of laid-off workers as “low performers.” These actions strike at the heart of an employee’s dignity, reducing their humanity to a performance metric or financial target.

When dignity is neglected, it also disrupts the psychological contract between leaders and employees. Trends like the Great Resignation, quiet quitting, and the continued debate around full time return to office mandates, underscore this breakdown. Employees disengage or leave when their inherent worth is overshadowed by transactional priorities.

Three Levels of Dignity in Leadership

Dignity-centered leadership can be cultivated at three interconnected levels: the self, the manager-employee relationship, and the organization as a whole.

1. At the Individual Level: Dignity starts with feeling respected and valued for one’s contributions. It’s about feeling a sense of autonomy over one’s responsibility to drive impact, seeing opportunities to grow and the leeway to learn, and appreciation for contributions.

2. In Manager-Employee Relationships: Managers play a critical role in upholding dignity by treating every individual—regardless of rank or status—as equally worthy of respect. Simple acts, like giving full attention to a direct report’s ideas or offering genuine recognition, create relationships rooted in trust and collaboration.

3. At the Organizational Level: Cultures that prioritize dignity build environments where employees feel a sense of belonging. For instance, preserving some of the flexibility gained during the pandemic or resisting the urge to micromanage or surveille signals to employees that their dignity is respected. What might shift in the ongoing debate about return-to-office if we put dignity at the center?

Why Dignity Matters

Research shows that teams with higher levels of dignity experience less conflict and greater psychological safety. Even when disagreements arise, dignity acts as a buffer, enabling constructive dialogue and fostering solutions. As Donna Hicks, author of Dignity: Its Essential Role in Resolving Conflict, emphasizes, dignity-centered approaches “create a gateway to deeper engagement” by validating concerns, feelings, and experiences.

Organizations that center dignity also see tangible benefits in engagement, retention, and innovation. Employees who feel respected are more likely to stay, contribute their best work, and build collaborative relationships. See this beautiful example of dignity at work in the leadership story of Bob Chapman, CEO of Barry-Wehmiller, a manufacturing company in Phillips, Wisconsin who built a culture of dignity as a result of his epiphany that every person he encounters at work is somebody’s precious child.

Practical Steps Toward Leading with Dignity

The first step in dignity-centered leadership is acknowledgment. Leaders must actively listen, validate others’ experiences, and respond with empathy. This isn’t platitudinous empathy—it’s a deep commitment to seeing the humanity in others.

Second, leaders must model reciprocity by creating spaces where everyone’s perspective is valued. Simple practices like asking questions, appreciating contributions, and showing curiosity about employees’ lives outside of work can have profound impacts.

Finally, dignity-centered leadership requires addressing dignity violations. This means confronting systemic inequities, like racism or sexism, and creating organizational cultures that honor every individual’s worth.

While the concept of dignity may feel abstract, its implementation is deeply practical. Leaders can cultivate dignity through intentional practices that embed respect and fairness into the fabric of their organizations.

1. Listen Deeply
   Active listening is a cornerstone of dignity-centered leadership. Leaders who take time to understand the perspectives and needs of their employees demonstrate that their voices matter. Create regular opportunities for open dialogue, solicit feedback, and act on what you learn.

2. Lead with Empathy
   Empathy bridges the gap between individuals and fosters mutual respect. By acknowledging the emotions and experiences of others, leaders can create environments where people feel understood and valued.

3. Model Inclusivity
   Go beyond statements of support for diversity. Build systems that ensure all employees have equitable opportunities to succeed. Recognize and address unconscious biases that may impact decision-making.

4. Recognize and Celebrate Contributions
   Take time to highlight achievements, no matter how small. Publicly acknowledging team and individual successes reinforces their value and creates a culture of appreciation.

5. Address Dignity Violations Swiftly
   When dignity is compromised—whether through inequitable policies, disrespectful behaviors, or exclusionary practices—leaders must take swift action to address and rectify the harm. This signals that dignity is a non-negotiable value in the organization.

The Future of Work Demands Dignity

Relationships are the heart of work, and dignity is the foundation that allows them to flourish. In the age of AI, automation, and hybrid work models, the human element of leadership is more crucial than ever. While technology continues to reshape industries, dignity remains a uniquely human need that no algorithm can fulfill.

What would your workplace look like if dignity were at the center? What behaviors would you embrace? What would you let go of? These are the questions leaders must ask to truly lead in a way that honors our shared humanity.

---

Ubuntu Culture Company helps caring leaders create cultures and craft strategies to drive successful outcomes. Set up a 30-minute complimentary conversation designed to provide value regardless of ongoing collaboration.