Managing Leadership^®

In previous weeks we 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). In one of those comments, Professor Adair reacts to criticisms offered in Managing Leadership about the modern leadership movement (of which, he takes pains to clarify, he is not a member) by “dismissing the charismatic/transformational stuff as more or less nonsense.” He goes on, however, to insist on the importance of individual strategic leadership. As promised, we will now review a book on that topic that Professor Adair published in 2002. This week we will discuss the book’s design and purpose, and those elements of it that seem to be in agreement or reconcilable with the ideas expressed in Managing Leadership. Next week, we will conclude with a discussion of those elements of the book that aren’t.

The first part of “Effective Strategic Leadership” explains the foundations of Adair’s concept of strategic leadership. The first two chapters use historical examples – principally from classical Greece – to explain the military roots of strategic leadership. The next two chapters build on the first two to describe what leadership is in the modern world. In these chapters, Adair ties the concept of strategic leadership to his Action-Centered Leadership theory, otherwise known as the three-circles theory, after the interlocking circles of the task, the team, and the individual. He describes the functions of strategic leadership, in this context, with the aid of another set of three interlocking circles: motivating and developing individuals, forming and preserving teams, and accomplishing the joint aim of the organization. This last chapter also contains sections outlining the personal characteristics Adair believes are particular requirements of such a strategic leader.

In Part II, Adair moves on to give practical advice to the strategic leader. In succeeding chapters, he describes how to set the stage for success by using the first 100 days in the new job efficiently and intelligently, how to build an effective top-level leadership team, some more advice on how to understand strategy and how to apply that understanding in the job, how to change organizational culture, and, finally, a chapter on the need for the leader to set aside time for the individuals in the organization.

Part III offers three chapters describing how to apply the lessons of the book to one’s own life. Here, the reader learns how to be his or her own strategic leader, is offered 5 strategies for being a better person, and, lastly, how to discover his or her springs of inspiration.

The book’s points are generously elaborated with descriptions of the roots of words that are widely used – but poorly understood, numerous pertinent quotations, and extended examples from military and political history, as well as from business. Accordingly, readers at any level of experience can come to a reasonably informed and actionable degree of comprehension of the concepts presented.

Speaking of those, many – although far from all – are either consistent with, or congenial to, the ideas offered in Managing Leadership, which also, for example, demonstrates that the concepts of leadership and strategy arise historically from the fields of classic political and military struggle. While I argue in the book that lessons about individual leadership drawn from this historical understanding are generally inappropriate for application – and even dangerous – in modern organizations, I do agree that such study offers important and useful insights about the meaning of strategy.

Many other of the ideas Professor Adair offers in his book about the nature and role of leadership at the strategic level are actually, it seems to me, descriptions of the core functions of management. For example, his description of the functions of the strategic leader as developing individuals, forming teams, and accomplishing the organizational goal are really just the managerial functions of structuring the organization and developing its human resources. This is far too focused and practical an idea to fit the modern leadership movement’s elevated notion of individual leadership. As for accomplishing the organizational aim – this, while a no-brainer, also receives short shrift from the modern leadership movement; Professor Adair’s adding it as a fundamental basis for his models should be appreciated for responsibly anchoring them in reality. It should not be remarked upon for being too obvious, but for being too rarely used by others as the cornerstone of leadership model building.

In many cases, I find that Professor Adair is using the word “leader” in the generic sense I describe in Chapter 8 of Managing Leadership, as simply the person in charge. The functions he describes this person as performing are largely the managerial purposes I propose as the proper duty of this person. The influence he describes this “leader” as projecting actually corresponds well with the description of command atmosphere and presence described in Managing Leadership. This properly arises from the senior executive as one of his or her managerial methods, or as a feature of his or her management personality.

A consistently positive feature of “Effective Strategic Leadership” is its emphasis on effective and actionable integration and communication between and among levels of the organization. Whether between the “leader” and the organization’s members as individual persons, or between its operational levels and internal institutions, Adair emphasizes the importance of the role of the “leader” in instituting and promoting this communication. He believes this serves the dual role of making the organization more operationally effective, and of creating a leadership environment in the organization that promotes loyalty and productivity.

In next week’s posting, we’ll take a closer look at some of the concepts presented in “Effective Strategic Leadership” that conflict plainly with those in Managing Leadership. We hope you’ll join us!

Coming up for discussion:

After concluding our review of Professor John Adair’s “Effective Strategic Leadership” next week, we’ll move on to one of his books on inspiration and leadership. As always, we will discuss the concepts of this book in their own right, as well as comparing them with the concepts offered in Managing Leadership.

There is evidence that theories of “followership” are resurfacing. This unfortunate idea was discussed in Part I of Managing Leadership, and we will address these new manifestations of it, as well, in a future post.

Additionally, we will be commenting on events in contemporary organizational life, as they relate (or not!) to the concepts of Managing Leadership. Stop in and join us!

News about the book:

The international best-selling author of business books on diversity and motivation in the workplace, BJ Gallagher, has endorsed Managing Leadership. Stop by the book’s website to see why she insists you must “read it and reap!” BJ’s famous “A Peacock in the Land of Penguins” has generated massive sales around the world, as well as a huge and dedicated following. It has become a regular part of training programs at all levels for major corporations across the globe. Now, her new developing blockbuster, “Who are ‘They’ Anyway?” is set to accomplish similar benefits for how organizations and their members see themselves and their relationship in their common endeavor. We are very proud that this insightful and accomplished author has endorsed Managing Leadership.

Managing Leadership is currently 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.

Do you know which edition of Managing Leadership is ranked the #3 best seller among science and technology books for a major retailer? Science and technology? Don’t ask us how it wound up in that category! (But it’s #3!) 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.

As always, we want to thank you very much for your visit to our site. We hope to see you again soon!

Sincerely,

Jim Stroup