“Passion” and individual leadership

One of the more popular models of individual leadership is the school of thought that argues that it arises from a peculiar set of personal qualities, or characteristics. Some argue that these are inherent, that one is either born with them, or develops them naturally during a lifetime. Others argue that they are distinct capabilities that anyone can learn or, with application, can develop. It is presumed that those who succeed in this will then become leaders since, it is thought, that is what possession of these characteristics adds up to.

There are several lists of these characteristics, and they can be quite controversial. We will focus on “passion,” here, leaving the others for another time. For the present, it’s sufficient to note that some argue that there are two problems with the basic idea of these lists. One is that none of them really agree with each other. If dedicated and intelligent students of the topic can’t come to a consensus on what these “universal” leadership characteristics are, then perhaps they don’t really exist. The other concern is related to the first: Observations of “leaders” in real life reveal quite clearly that they are all distinctly different people, with distinctly different personal qualities, ethical habits, and even moral values.

Nevertheless, the idea that such a list exists is a seductive one - all the more so because it offers hope to those who aspire to transforming themselves into individual leaders that there is, indeed, a way to do so. Managing Leadership, however, makes the case that personal characteristics such as these are not really properly associated with “leadership.” The sorts of qualities we possess may give us and others clues as to who we are, and may even influence our effectiveness. But I don’t believe that they add up to leadership.

Why? How could they not? For a glimpse at the answer, lets take a look at a recent conversation I witnessed about this. The parties stipulated that there really are core characteristics of a leader, and the discussion turned to what the most important one was. The answer they came up with was “passion.” By this they meant “zeal” or “ardor.” The key components of this “passion” are that it is deeply held, strongly expressed in daily activities and communication, and, thus, contagious, spreading itself to others in the organization, breathing life and dynamism into it. Thus, it was argued to be the most important element of leadership.

Let’s take a closer look at what is being suggested here. Whether one believes that leadership can be learned, and that a person can develop the leadership characteristics, or that it is inherent, coming from birth or one’s own peculiar personal development, the idea that passion is a, or the key, leadership characteristic is fundamentally flawed. It suggests that there is such a thing as a “passionate” person, a person whose personal qualities include “passion.” But what would that passion mean? What would it be for? Anything and everything that this individual comes in contact with or takes up? How can its simply being a regular component of this individual’s personality have any meaning that becomes contagiously adopted by others?

I agree that passion is a powerful aid to organizational development. I argue, however, that it arises from the organization and is expressed by its individuals; an organization is not somehow imbued with passion by a passionate leader. Ardor, zeal, and passion are emotions and characteristics that arise from dedication to the accomplishment of an external goal, aim, or purpose. They are not general traits that can meaningfully or effectively, in an organizational sense, be grafted onto external goals, aims, or purposes. One becomes passionate about doing something, or accomplishing something, because of a value one detects in that something. This enthusiasm or zeal then acts to help communicate to others the value or worth that resides in the organizational purpose. These others recognize this value and become passionate about it in turn, helping to spread the feeling throughout the organization. The emotion (not really, in an organizational sense, a personal characteristic) arises from the value of that aim, and the degree with which it is felt and expressed is a function of the perceived value and importance of that aim.

Thus, passion does not enter the organization from the person, even from a remarkable individual “leader.” It enters the person from the organization’s purpose. It takes on a strength and energy that is influenced primarily by the perceived value of that purpose. If an organization’s purpose for being is, essentially, pedestrian, no amount of inherent “passion” a particular “leader” may have will legitimately or enduringly transform that purpose into something else.

The cornerstone of this passion is the organizational purpose. From it springs individual commitment to the collaborative enterprise, from that group cohesion, and from that leadership. It is for this reason, as I said in last week’s post, that leadership must be seen as

arising from within the organization, generated from the group’s cohesion, which itself issues from the purpose that the members have been gathered together to collaboratively accomplish. Leadership is expressed by all of those in the organization who partake of this group cohesion.

Please feel welcome to drop us a note and let us know what you think. You may email us from the link at the right of this page, or click on the comment link below to register your observations directly here on the site. We look forward to hearing from you!

Coming up for discussion:

The promised review of Professor John Adair’s “The Inspirational Leader” will be coming up within the next few weeks. 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.

Additionally, we will continue to comment 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:

Professor John Walsh recently conducted an extensive and detailed interview of the author of Managing Leadership. This is published at the highly regarded BookPleasures.com - stop by to learn, in the author’s own words, his views on a wide range of challenging topics intelligently and cleverly woven into the interview by Dr. Walsh.

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 continues its run 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.

New reviews and endorsements for Managing Leadership continue to come 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 developments due up in the course of the next few months.

As always, we are very appreciative of your visit to our site. We hope to see you again soon!

Sincerely,

Jim Stroup