Professor John Adair’s thoughts on “Inspiration”

In the past few weeks we have discussed some of Professor John Adair’s observations about Managing Leadership. In general, these comments were very positive and were greatly appreciated (to see them in a new window, please click here). As we have seen, however, Professor Adair also posed some astute reservations, and we are addressing these, in this forum, as well. Last week, we closed a discussion of Professor Adair’s concept of strategic leadership, which he counterpoised to the concept of organizational leadership as described in Managing Leadership.

This week, we will take a brief look at the notion of “inspirational leadership.”

Managing Leadership criticizes the modern leadership movement’s insistence that it is a unique duty of the individual leader to provide the organization’s inspiration. Exacerbating all the problems with the doctrine of individual leadership of organizations, this position forces the movement to delve deeper and deeper into the glorification of that leader. The individual becomes the center of all attention, a self-involved, self-important black hole, drawing into itself all in its orbit. All too often, the organization, as well, comes crashing into this massively dense individual at its center, only to disappear from view along with that leader. Yet, among other requirements, the movement argues that such leaders must “undertake a journey of self-discovery” to find the deep wellsprings of their leadership personalities:

In the end, they will emerge from this profound spiritual trek to take up their mission in the world. It is important, however, to return to the mountain regularly, to replenish the spirit, and to drink again from one’s unique springs of inspiration.

Such navel-pondering narcissism all too often encourages a desperate lack of perspective. As commonly found in the literature, the emphasis is on the singularity of the leader and his rare and vital gifts, not on the organization and its purposes and resources. It is about the contributor, not the contribution . . . The organization becomes his charge, his tribe, often headstrong and rebellious, for him to lead, relying on his inner resources that he has discovered during his spiritual journey, and that he continuously revives and renews.

According to Managing Leadership, since World War II, “The individual was seen as either the sole font of, or at least as the singular inspiration for, all the leadership expressed within an organization.” Much of the book is about the problems with this view, and what to do about it.

Professor Adair says this topic is one “where I am absolutely with you.” He describes inspiration as a “phenomenon.” It springs into view, “like a rainbow,” when all the right factors line up. These factors are, “great people, a noble and challenging cause or task, and a leader who acts as a catalyst.”

These factors are reminiscent of Professor Adair’s three circles theory of leadership, involving the interlocked spheres of the task, the team, and the individuals who make them up; the leader’s role is to maintain the vitality of and dynamic balance between these spheres.

Two points about this, from the perspective of Managing Leadership. First of all, in the book I resist the general insistence on focusing on “greatness” in goals, people, tasks, enterprises. Such “greatness” is certainly not to be belittled when genuinely present, but neither is it to be debased by expecting to find it in every ordinary activity. On the other hand, neither are these mundane activities to be devalued, inasmuch as so many are noble enough, and, if they may not be absolutely vital, a market has nevertheless been sought for them; the inspiration to discern and answer that need is usually sufficiently worthwhile an endeavor without requiring the ascription of greatness. Further, placing the blanket requirement of “greatness” on organizational endeavors in this area leads to the sort of self-deluding exceptionalism that has resulted in the modern leadership movement, itself. Thus, I feel it is best to focus on the task at hand, and to avoid over-celebration of those who head its accomplishment, or to engage in the false and unnecessary classification of endeavors according to their “greatness.” Who are we to know, truly, who contributes in the most fundamentally important ways to society through the millions of private decisions motivating the countless invisible hands of capitalism?

Still, Professor Adair’s discussion of organizational inspiration also calls to mind the description of group cohesion, leading to organizational leadership, as these are presented in Managing Leadership. These also require the presence of people gathered together for the collaborative performance of a task This provides the basis for the development of group cohesion and organizational leadership. It is the manager’s duty to cultivate and harness these. Professor Adair says it is the leader’s role to act as the catalyst. I would modify that to suggest that it is the manager’s role to capture and guide the phenomena in mutually beneficial ways toward the accomplishment of organizational goals.

Professor Adair’s concept of organizational inspiration is very interesting, and thoughtfully and effectively integrated with his famous theory of Action-Centered Leadership. It is also reminiscent, I believe, of the concepts of group cohesion and organizational leadership, and the manager’s role with respect to these, as presented in Managing Leadership.

In next week’s post, we’ll move on to consider more of Professor Adair’s observations about Managing Leadership. We hope you have enjoyed this week’s discussion. Please drop us a line and let us know your thoughts.

Coming up for discussion:

In the coming weeks we will continue to review Professor Adair’s observations about Managing Leadership. Stop in to see how we address his ideas about the relationship between leadership and the leader, and the relationship between the leader and the group. We will also discuss further his concept of strategic leadership, by means of a brief review of his excellent book, released in 2002, “Effective Strategic Leadership.”

News about the book:

Managing Leadership continues this month as a featured book on the highly regarded 800-CEO-READ(er), which showcases, for the company’s executive and corporate clients, books by “leading business thinkers.” Please see the book’s profile at the site.

Do you know which edition of Managing Leadership is regularly appearing in the top 10 and top 100 lists for a major retailer? Click here to learn more.

There are a lot of exciting developments in the offing for Managing Leadership. Please continue to stop by the website and this blog to learn more.

As always, we thank you for your visit to our site, and hope to see you again soon!

Sincerely,

Jim Stroup