Setting the stage for leadership

When I argue that leadership is not something that comes from individuals, I am certainly not saying that individuals don’t express leadership. Surely, some people do. And at first glance, some of them even seem to be generally better at it than others, at least under certain circumstances or in particular organizations.

But that doesn’t mean that the leadership, such as it is, that they exhibit is coming from them. Indeed, sometimes it isn’t even really leadership at all. It is worth bearing in mind Nassim Taleb’s caution, offered in his excellent book The Black Swan, that “psychopaths rally followers.” It must be said that it is not at all uncommon to find that what we initially interpret as leadership - or, at least, charismatic leadership - is really something about which we should exhibit more skepticism.

And even when it is leadership, it is my contention that it isn’t really, ultimately, originating in the individuals who seem to be exhibiting it. Rather, it arises from the organizational dynamics set in motion by the assembly of people for the purpose of collaborating in the pursuit of corporate goals. Moreover, those dynamics affect and are affected by everyone - not just the “leader.”

Consequently, the person at the top who attempts to express - much less presumes to solely bring - all the leadership in an organization, at the very best does so most inefficiently. And usually it isn’t done the very best.

You can learn more about this approach by viewing the “must read” posts listed at the top of the sidebar (for those of you viewing this in a reader, you can start here). (Please note also, that the way this view plays out in practice is influenced by the presence and activity in the organization of founding managers - entrepreneurs.)

But one thing the person at the top can do with leadership is work to understand, cultivate, muster, and deploy it - to manage it. With that in mind, please see this excellent post at A Fistful of Talent by Paul Herbert.

He offers an insightful explanation of motivation, how to properly understand it, and how to help promote its effective expression in your organization. You should stop over and read it. But here, I want to note just one of the many fine points he makes:

You cannot create motivation - you can create an environment where people are motivated to focus on the objectives you want.

Read “leadership” for “motivation” in that sentence, and you are getting a good look at one vital element of what leadership really is, and how managers can help give it expression in an organization. This is an excellent entry point into the topic.

We will be exploring ways real world managers do - or don’t - effect this approach to leadership on occasion over the coming weeks and months. Please do join in!

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Today’s tip: Speaking of unexpected insights, please see this eye-opener by Catherine Arnst at Business Week, describing the role of women in the coming shortage of medical doctors just as the retiring Baby Boomers begin to need them the most. It may point to the beginning of a fascinating and useful debate that we will all want to watch.

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Take negotiations professionally not personally | Managing Leadership | Managing Leadership on Monday, April 21, 2008 at 10:10 am

[...] tip: Please see this timely piece from The Economist, discussing a turnaround at Disney. While you read it, look for this [...]