Laws and regulations should be measured not only by their economic benefits but also by their impact on people, according to Dr Mark Anthony King, Chairman of MAK LLC Governance Advisory. Speaking at SiGMA Asia 2026, King argued that policymakers and leaders have a responsibility to ensure that profitability and growth do not come at the expense of human rights, dignity or long-term societal well-being.
Drawing on his experience advising governments and institutions across multiple jurisdictions, King said ethical leadership requires decision-makers to look beyond financial outcomes and consider how policies affect communities, future generations and social stability. “If there is a policy, if there’s a law that is going to result in profitability, but at the cost of human rights violations, we have to address that,” he said.
Ethics and integrity remain central to governance
Throughout the discussion, King emphasised that honour, ethics and integrity continue to guide his work across different cultures and political environments. According to King, sustainable prosperity depends on balancing growth with accountability and social responsibility.
His comments reflect a growing global conversation about the role of ethical leadership in public policy and governance. As governments and organisations navigate technological disruption, economic uncertainty and geopolitical tensions, leaders are increasingly being challenged to consider the broader consequences of their decisions.
Ethical leadership requires accountability and service
King also stressed that ethical leadership begins with accountability. He argued that leadership is not about status, authority or personal recognition but about service and responsibility.
Drawing on his experience in government advisory roles, King said effective leaders ensure their teams receive recognition for success while accepting responsibility when things go wrong.
“Leadership at the end of the day isn’t somebody who delegates and somebody who receives glory,” King said. “If things go right, it will be a group collective. We did it. If things go wrong, you messed up.”
For King, leadership means being willing to “stand in the gap” for others, particularly during periods of uncertainty or crisis. “It’s a question of whether you are willing to take arrows on behalf of people who ultimately wouldn’t take them for you,” he said.
King’s comments reflect the principles of servant leadership, a leadership model that prioritises service to others over personal authority. Research published in 2024 examining leadership practices across 113 hotels in Indonesia found that servant leadership positively influenced organisational culture and employee well-being while helping to reduce burnout. Researchers concluded that leaders who focus on supporting employees can strengthen both ethical workplace culture and long-term organisational performance.
The findings reinforce King’s view that leadership accountability is essential for building resilient organisations and creating sustainable outcomes.
Ethical leadership builds trust in institutions
Trust in institutions remains one of the most significant challenges facing governments, businesses and organisations worldwide. King believes that ethical leadership plays a critical role in rebuilding confidence and strengthening public trust.
Recent research suggests public expectations are increasingly aligned with this view. The 2026 Edelman Trust Barometer found that 57 per cent of respondents globally report moderate to high levels of grievance, driven by perceptions that institutions serve narrow interests rather than the public good.
The report, which measures public trust in government, business, media and non-governmental organisations, found that rebuilding confidence depends on institutions demonstrating accountability, transparency and meaningful societal impact.
King’s emphasis on ethical leadership and integrity reflects growing expectations that leaders should address broader social concerns while delivering economic results.
Civil dialogue will shape the future
Looking ahead, King identified civil dialogue as one of the most important governance challenges of the coming decade. While acknowledging that disagreements are inevitable, he stressed the importance of maintaining constructive engagement and mutual respect.
“Peace in the public square is the ultimate goal, not conformity,” King said. “We’re not always going to agree on things.”
According to King, societies should focus on coexistence and open discussion rather than allowing differences to create deeper divisions. He argued that healthy democratic and organisational environments depend on people being able to disagree respectfully while continuing to work towards common goals.
The 2025 Edelman Trust Barometer echoed this concern; findings showed that four in ten respondents globally viewed hostile forms of activism, including online attacks, disinformation or property damage, as legitimate tools for driving change.
Creating impact beyond a leadership role
King also discussed how organisations can ensure their initiatives remain relevant long after their founders or leaders move on. He pointed to GWISE, Global Women of Impact Stewardship and Enterprise, an initiative he and his wife are developing to support women through mentorship, stewardship and enterprise opportunities. “The end goal should be impact,” he said.
King argued that meaningful change comes from staying connected to communities and understanding the challenges people face at a grassroots level. “We need radical empathy,” he said.
Empathy is increasingly recognised as a strategic leadership capability rather than simply a personal characteristic. Research across multiple leadership studies has linked empathetic leadership with stronger employee engagement, improved trust, more effective communication and greater organisational resilience during periods of change. King said leaders who remain connected to the people they serve are better positioned to create lasting impact and make decisions that reflect real-world needs.
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