The Gold Coast Leadership Conversation 2.0, held at the Movenpick Ambassador Hotel, opened with a powerful call to ethical leadership from Dr. (Mrs.) Ellen Hagan, Founder and Group Chief Executive of L’AINE Group and Co-founder of Legacy Girls College, who served as Guest of Honour and Principal Voice at the University of Gold Coast’s flagship event, themed “The Business of Building Leaders: Developing People Who Drive Performance, Productivity and Profit.”
In her opening remarks, Dr. Hagan challenged leaders across sectors to move beyond building successful organisations and focus instead on building people of character capable of sustaining that success responsibly. “You are not really building a business,” she told the gathering. “You are building people who will build the business.” It was a statement that reframed leadership not as a function of control, but of conscience — a responsibility to shape people who can be trusted with influence long after the founder has stepped aside.
Central to her address was a sobering warning against the seduction of indispensability. Dr. Hagan observed that many founders and senior leaders fall into the trap of becoming the person everyone depends on, the one with the answers, the decisions, the solutions. But she was firm in her conviction that this is not leadership at its highest form. True leadership, she argued, is measured by restraint as much as by results: the discipline to empower others rather than hoard authority, and the humility to recognise that a leader’s legacy is not built on personal indispensability but on the integrity with which capability is transferred to others.
Drawing on the Sigmoid Curve, Dr. Hagan reminded the audience that every organisation eventually reaches a point where growth slows and that leaders who wait until they are at the peak before preparing for what comes next often do so out of complacency or fear, rather than principle. Ethical leadership, she suggested, requires the courage to question one’s own success honestly, to embrace change even when comfortable, and to prioritise the long-term wellbeing of an institution over short-term self-preservation.
Dr. Hagan was equally direct in describing the kind of people ethical organisations must deliberately build: leaders who can imagine tomorrow’s opportunities, who challenge assumptions rather than default to convenience, and who create rather than simply maintain.
Closing her remarks, Dr. Hagan offered what many in the room described as the defining line of the morning: “Perhaps the measure of leadership is not how many people depend on you, but how many people become capable because of you and how many of them are prepared to build the next curve.” It was a challenge delivered not as abstract philosophy, but as a standard, one that placed ethical responsibility, rather than authority or achievement, at the very centre of what it means to lead.
Her address set a reflective and principled tone for the wider conversation that followed, featuring Prof. Stephen Adei, Prof. Pikay Richardson, and Bishop Dr. Gideon Titi-Ofei, who examined how organisations can build integrity, empathy and accountability into their leadership pipelines even under pressure to perform.
