LEADERSHIP PARADIGMS

AN EXTREMELY IMPORTANT CONSIDERATION IN OUR UNDERSTANDING OF LEADERSHIP IS THE SITUATION IN WHICH IT IS PRACTICED. LEADERSHIP FOR WHAT PURPOSE? IS A CENTRAL QUESTION IN OUR EFFORT TO DISSECT AND UNDERSTAND LEADERSHIP PROCESS.

LEADERSHIP MYTHS

LEADERS ARE BORN, NOT MADE LEADERSHIP IS HIERARCHICAL, AND

YOU NEED TO HOLD A FORMAL POSITION (STATUS OR POWER) TO BE CONSIDERED A LEADER

YOU HAVE TO HAVE CHARISMA TO BE AN EFFECTIVE LEADER

THERE IS ONE STANDARD WAY OF LEADING

LEADERSHIP MYTHS

IT IS IMPOSSIBLE TO BE A MANAGER AND A LEADER AT THE SAME TIME

YOU ONLY NEED TO HAVE COMMON SENSE TO LEARN HOW TO BE AN EFFECTIVE LEADER

LEADERSHIP DEFINITIONS

1930-LESS THAN A DOZEN FORMAL DEFINITIONS OF LEADERSHIP

1980-110 FORMAL DEFINITIONS 1993-AT LEAST 221 DEFINITIONS OF

LEADERSHIP FOUND IN SCHOLARLY PUBLICATIONS AND AT LEAST 366 PUBLICATIONS DO NOT INCLUDE A FORMAL DEFINITION OF LEADERSHIP

LEADERSHIP DEFINITIONS

MUMFORD (1906) – LEADERSHIP IS ONE PERSON CONTROLLING OTHERS OR INDUCING THEM TO FOLLOW HIS OR HER COMMAND

GARDNER (1990) - THE PROCESS OF PERSUASION OR EXAMPLE BY WHICH AN INDIVIDUAL OR TEAM INDUCES A GROUP TO PURSUE OBJECTIVES HELD BY THE LEADER

LEADERSHIP DEFINITIONS

Leadership is not so much about technique and methods as it is about opening the heart. Leadership is about inspiration—of oneself and of others. Great leadership is about human experiences, not processes. Leadership is not a formula or a program, it is a human activity that comes from the heart and considers the hearts of others. It is an attitude, not a routine. -Lance Secreten

METAPHORICAL DEFINITIONS OF LEADERSHIP

METAPHOR-FIGURE OF SPEECH IN WHICH A WORD OR PHRASE DENOTING ONE KIND OF OBJECT IS USED IN PLACE OF ANOTHER

All the world's a stage Life is a journey A lifetime is a day, death is sleep Time is a thief

MAX PEPREELEADERSHIP JAZZ

“JAZZ-BAND LEADERS MUST CHOOSE THE MUSIC, FIND THE RIGHT MUSICIANS, AND PERFORM IN PUBLIC. BUT THE EFFECT OF THE PERFORMANCE DEPENDS ON SO MANY THINGS……

THE ENVIRONMENT, THE VOLUNTEERS PLAYING IN THE BAND, THE NEED FOR EVERYBODY TO PERFORM AS INDIVIDUALS AND AS A GROUP.”

LEADERSHIP APPROACHES

GREAT MANTRAITBEHAVIORALSITUATION/CONTINGENCY RECIPROCAL

GREAT MAN

MID 1800s-EARLY 1900s LEADERSHIP DEVELOPMENT BASED

ON DARWINIAN PRINCIPLES LEADERS ARE BORN, NOT MADE LEADERS HAVE NATURAL ABILITIES

OF POWER AND INFLUENCE MAJOR CRITICISM-RESEARCH DOES

NOT SUPPORT HEREDITARY FACTORS

TRAIT APPROACH

1907-1947 LEADER HAS SUPERIOR QUALITIES CERTAIN INDIVIDUALS POSSESS A

NATURAL ABILITY TO LEAD LEADERS HAVE TRAITS WHICH

DIFFERENTIATE THEM FROM FOLLOWERS (HEIGHT, INTELLIGENCE, ETC.)

MAJOR CRITICISM - IGNORES SITUATIONAL FACTORS

BEHAVIORAL APPROACH

1950s-1960s THERE IS ONE BEST WAY TO LEAD LEADERS WHO EXPRESS HIGH

CONCERN FOR BOTH PEOPLE AND PRODUCTION WILL BE EFFECTIVE

MAJOR CRITICISM-SITUATIONAL VARIABLES AND GROUP PROCESSES ARE IGNORED

SITUATIONAL APPROACH

1950s-1980s LEADERS ACT DIFFERENTLY DEPENDING

ON THE SITUATION THE SITUATION WILL DETERMINE WHO

EMERGES AS A LEADER DIFFERENT LEADER BEHAVIORS

REQUIRED FOR DIFFERENT SITUATIONS MAJOR CRITICISM-THEORIES LACK

ACCURATE MEASURES

RECIPROCAL APPROACH

1978-PRESENT LEADERSHIP IS A RELATIONAL PROCESS LEADERSHIP IS A SHARED PROCESS EMPHASIS ON FOLLOWERSHIP MARJOR CRITICISM-LACK OF RESEARCH;

PROCESS OF COLLABORATION AND EMPOWERMENT ARE DIFFICULT TO ACHIEVE AND MEASURE

PRIMARY AND SECONDARY GREATNESS

TO FOCUS ON PERSONALITY BEFORE CHARACTER IS TO TRY TO GROW THE LEAVES WITHOUT THE ROOTS.

TO FOCUS ON TECHNIQUE IS LIKE CRAMMING YOUR WAY THROUGH SCHOOL. YOU MIGHT GET BY IN A CLASS, BUT IF YOU DON’T PAY THE PRICE DAY IN AND DAY OUT, YOU NEVER ACHIEVE TRUE MASTERY OF THE SUBJECT.

INSIDE-OUT VS. OUTSIDE-IN

INSIDE-OUT MEANS TO START FIRST WITH SELF-TO START WITH THE MOST INSIDE PART OF SELF-WITH YOUR PARADIGMS, YOUR CHARACTER, AND YOUR MOTIVES

IF YOU WANT THE SECONDARY GREATNESS OF PUBLIC RECOGNITION, FOCUS FIRST ON PRIMARY GREATNESS OF CHARACTER

BREAKING BARRIERS

PCL TALKS ABOUT “PROGRAMS FOR BREAKING BARRIERS.” WHAT DOES BREAKING THE SOUND BARRIER HAVE TO DO WITH LEADERSHIP?

ONCE WE BREAK “THE BARRIER” IT BECOMES EASIER FOR OTHERS TO DO IT. IF WE CAN’T BREAK THE BARRIER, WE CAN ONLY SEE LIMITATIONS. LOW PERFORMANCE IS OFTEN INSTITUTIONALIZED IN THE STRUCTURE AND SYSTEMS.