Over the past several weeks we have reviewed several of Professor John Adair’s comments about Managing Leadership. In general, his observations were very positive and were greatly appreciated (to see them in a new window, please click here). As we have seen in the recent postings, however, Professor Adair also posed some astute reservations; we have been addressing these, in this forum, as well. Last week, we discussed Professor Adair’s concept of “inspirational leadership.” Professor Adair agrees with the criticism of the “inspirational leader” offered in Managing Leadership, but offered an elaboration of how inspiration operates in organizations, and the role of the senior executive in encouraging it; these ideas were reminiscent of the description in Managing Leadership of group cohesion leading to organizational leadership from within, managed by the senior executive.
This week, we will take a very brief look at Professor Adair’s ideas about the relationship between leaders and leadership, and between leaders and teams.
Professor Adair states simply, in his letter about the book, that Managing Leadership does not quite, in his view, hit the center of the target on the correct relationship between leadership and the leader, and between the leader and teams. He does not offer elaboration of this observation, but advises that his recent books, The Inspirational Leader and Inspiring Leadership, cover this topic. As it happens, I have a copy of “The Inspirational Leader” (in Turkish), and will review it, here, in the near future.
In the meanwhile, I would be very happy to advise readers to add the book (in English!), as well, to their professional libraries, and to let us know what they think. Professor Adair’s ideas are among the closest I have found, among modern writers on leadership in organizations, to my own. I believe many of our differences are semantic. Where they are more fundamental, I nevertheless find that Professor Adair’s thinking is far superior to almost anything on the topic produced by the modern leadership movement (of which he, as he asserts himself, is most decidedly not a member). His own extensive military, business, and academic backgrounds drive him effectively and firmly into a focus on the fundamentally important purpose of leadership - not the supercilious and essentially trivializing celebration of it; you cannot but be well served by reading his work.
Professor Adair did mention that he sees leadership as a “role” performed by the leader in order to effect certain positive developments for an organization. His discussion of leadership in his book, Effective Strategic Leadership, reinforces his ideas that many of the beneficial features of an organization are not necessarily provided by the leader; rather, they are sparked into life by him or her. This, as mentioned in last week’s discussion of “inspiration” in organizations, is really quite comparable to the concept presented in Managing Leadership of organizational leadership, which is managed by the senior executive.
Regarding teams, consider the following, from Managing Leadership:
The use of teams in all sorts of organizations has become an industry in its own right, rivaling that of the modern individual leadership movement. There are similar excesses in the modern team movement. Teams are identified as the answer to every organizational problem. Some proponents even argue that organizations should be designed around them. The principal failing here is that the effect is confused for the cause. Powerful dynamism, loyalty, creativity, and achievement are not attained simply by organizing individuals into small groups. The dynamic group cohesion and organizational leadership generated by teams occurs when there is a clear need for a group of individuals to perform, as a team, a task that is of distinct value and importance to the larger group. This is what generates the group cohesion and proactive involvement of the team’s members. Further, the connection with the larger group, provided by the importance of the task, supports the intergrity of the arrangement and deepens the endurance and resilience of the process. Attempts to produce the benefits of teams where these conditions do not exist are generally recognized by empoyees as ineffectual and inept efforts to manipulate them.”
Readers interested in this topic are strongly encouraged to read the treatment of it in Chapter 6, “Leadership from Within,” of Managing Leadership. In his letter, Professor Adair expressed appreciation for the insights offered in Managing Leadership on this topic, particularly as they arose from a discussion of military crew-served weapons teams. Please note, as well, discussions in the book and in previous posts about how Professor Adair’s own thinking on teams arises from his Action-Centered Theory of Leadership. The theory posits three interlocking circles: the task, the team called into being to perform it, and the individuals making up the team. Note what comes first. Professor Adair doesn’t get the cart before the horse, as do so many modern commentators rushing to get their word in on the latest fad. Neither should managers, seeking advice amidst all the static out there on the topic, be misled into doing so.
Coming up for discussion:
In upcoming weeks we will offer reviews of two of Professor Adair’s books on leadership in organizations, discussing them in their own right, as well as comparing them with the concepts offered in Managing Leadership. We will also be discussing these concepts in the context of contemporary events in organizations in the news around the world. Stop in and join us!
News about the book:
Managing Leadership is now featured as a highlighted book on the popular and highly regarded bookstore for the leadership community, LeaderShop - stop by and check it out, now! And while you’re there, be sure to explore this suite of fascinating sites dedicated to leadership; see them all from the parent site, LeadershipNow.com.
Managing Leadership closes out the 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 click on the link above to 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.
New reviews and endorsements for Managing Leadership are in! Stop by the website to learn more about the new John Walsh review and interview, and an endorsement by a major bestselling business author - and more! While you’re there, sign up for the new, revised newsletter so you won’t miss out on future developments.
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Jim Stroup
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