Managing Leadership^®

We’ve spent some time over the past few days talking about the leadership persona promoted by the modern school of gurus coopting the topic. In the course of this, we’ve noted the striking contrast between what many of these thinkers teach, and what repeated research findings tell us, about leadership characteristics. We exposed the idea of such traits to our own common-sense tests. And we considered the implications of all of this on leadership development.

Many people will legitimately object, though, that the leaders they know aren’t like, and have not taken their inspiration from, the prescriptions offered by this movement. Others will even insist that the very concept of leadership they recognize doesn’t resemble what is presented by those who promote its expression by specially qualified individuals.

And here are the horns of the dilemma in discussing leadership. As so many keep saying about it, we really don’t know what it is, who does it, or how they do it. Is it an activity distinct from, or inherent in, management? Is it a natural, or a learned, capability? Is its origin in individuals, or in positions?

In a way, that’s what makes the field so interesting, even fun. You can stake out any position you want, and it will be difficult for anyone to find traction from which to assail you. So, you’re on your own, and can command as much space as the power of your rhetoric will allow.

But eventually the ground shifts, and the other horn comes at you, sweeping you away before the next fad, false parallel with some discovery in a more genuine and exciting science, or social imperative. And there you are, on your own again, trying to find your feet and recover the rhetorical high ground. It is this dynamic, set in motion by an ever-changing intellectual terrain devoid of landmarks, that leads to many of the more peculiar efforts to attract attention, some of which we have remarked on over the past week.

It seems to me, then, that we should be careful to go back to first principles, to the extent we can identify them, and work forward from there, keeping our eyes open and our prejudices in check. I think it’s important, as we talk about often here, to keep perspective and focus united by our goals.

For example, we want to cast a wide net, but not assume everything it catches is what we were fishing for. We need to look at the results produced by our premises at work, and then test their veracity again by looking for their robust and inevitable connections with the broader evidence.

We should also try be alert to the numerous ways so many well-meaning, intelligent, and effective people use the terms “leader” and “leadership.” Unfortunately, despite our best efforts, we will inevitably find ourselves talking past - rather than with - each other. If we are careful and considerate, however, we can discover that and right the ship before the discussion founders.

But, of course, that doesn’t mean we can’t all state our cases and see what real traction they might actually have. That’s certainly worthwhile, and fun too. We will keep it up here, and hope you’ll join us.

Thanks for your visits and comments during the past week. Be sure to stop back in tomorrow for the first of a two-part series on the real value of story-telling as a communication technique for managers.

—

Here are all the posts in this series:

1. The argument for individual leadership
2. Humility? Check. Sincerity? Check . . .
3. Passionate? Check. Inspirational? Check . . .
4. All hat, no cattle
5. We’re here to help you
6. The lengthened shadow of the leader
7. Sticks and stones

—

Today’s tip: Take a few moments to check out these pieces from The Economist and the WSJ. The first describes the latest from the corporate governance battlefront. The second, Carol Hymowitz’s latest In the Lead column, offers a good presentation of the difficulty managers have maintaining awareness of their own organizations as the rise within them.

—

Have you noticed the blue “Sphere” icon, below? When you click on it, it will produce a window offering you content related to today’s item from other blogs and the regular media. Give it a try! (And, while you’re clicking around down there, don’t forget to subscribe, by email or RSS reader!)

Technorati Tags: leadership persona, guru, leadership characteristic, leadership development, leader, inspiration, leadership, management, Economist, WSJ, corporate governance, Carol Hymowitz