There is a long list of types and styles of leadership enthusiastically promoted by their various proponents. These cover a lot of ground, from the fantastic (edge-walking leaders) to the mystical (shaman leaders) to the comical (inspired to leadership by toys). Their number increases, it seems, daily.
One recent addition is partially spiritual - “wellness leaders” - and another almost refreshingly prosaic – growth leaders. The problem with them all is the word “leader.” Or, at least, the way it is used in these contexts: to refer to an exceptional personality possessed of extraordinary characteristics which are required to reverse the dismal decline in which we mere mortals are trapped.
These sorts of assertions tend to have two components. One is that they are based on years of interviews and research. This one usually comes first, evidently an attempt to quiet skepticism by brandishing an impenetrably intimidating cloak of inaccessibly proprietary knowledge and quasi-science over the innards of the claims.
The other is that in the absence of the hope and progress provided by whatever sort of transcendent leadership that is the topic of the moment, there is nothing to be experienced but despair. Non-“whatever” leadership organizations are dull, insipid, hurtful, unproductive places. “Whatever” leadership organizations are inspired, innovative, empowering, world-beating dynamos.
I was reading a book of this breathtakingly simplistic genre recently, which I was unable to finish. It reminded me of something from David Mamet’s famous Village Voice essay of earlier this year:
. . . I recognized that I held those two views of America (politics, government, corporations, the military). One was of a state where everything was magically wrong and must be immediately corrected at any cost; and the other—the world in which I actually functioned day to day—was made up of people, most of whom were reasonably trying to maximize their comfort by getting along with each other (in the workplace, the marketplace, the jury room, on the freeway, even at the school-board meeting).”
Which world do you really live in? One gripped by awful peril and in desperate need of this or that specific sort of heroic personality to save it? Or one made up of people who do their best and who, despite their (our) undisputed shortcomings, tend not to surrender to them, but to find ways to surmount them. And, moreover, who seem to do rather well – even brilliantly – when all is said and done.
Peter Drucker argued that the ever-proliferating organizations which characterize the modern world must be managed by ordinary people like us. Perhaps we should approach the topic of management – or leadership – more incrementally. Never mind the dramatic transformations to be wrought by this sort of individual leader or that sort of leadership approach. Just keep working at it, all of us, and keep looking for better ways to do that.
Not better people. We’re all we’ve got or will ever have. And truthfully, as our experience in this modern world seems to suggest, that’s not as bad as all that, is it?
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Today’s tip: Speaking of learning how to do things better, why not just ask? Please see Steve Roesler’s post on this – here and here – at All Things Workplace.
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Technorati Tags: leadership, leader, research, skepticism, knowledge, science, David Mamet, Village Voice, America, government, corporation, military, workplace, marketplace, management, Steve Roesler, All Things Workplace, Peter Drucker
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4 Comments
Great post Jim. I liked the way you used the Mamet essay.
Part of the problem is that humans often want magic incantations instead of guidelines that require consciousness and work to implement. They want change that happens in an instant instead of change that takes work and time.
Hi Wally,
I agree completely. Some people learn this lesson after a few encounters early in life with such promises, and move on to become quite good managers. Others surf the fads for a while longer. But the more time spent doing this the less left available for engaging in - and learning from - the sustained effort you describe.
Thanks for your visit, your kind comments, and your always trenchant observations!
You obviously believe in people, Jim, and in my humble experience you are spot on.
Unfortunately, most bosses treat their employees with disdain and disrespect by using the traditional top-down command and control approach to managing them. This approach demotivates employees and destroys their natural creativity and innovation.
Most of these managers claim that people are their most important asset, but they fail to notice that their own leadership leads employees to be poor performers. If only they would take the time to carefully listen to their people they might learn how really good and caring people are.
Very sad that we can’t seem to learn or listen our way out of this problem. Drucker wrote over 20 books on management, but was more a creator of the problem rather than a solution to it.
Best regards, Ben
Author “Leading People to be Highly Motivated and Committed”
Hello Ben,
Yes, we perversely perpetuate this problem through our own actions, I agree! And a manager’s announcement that “our people are our most important asset” is as sure a sign of danger as is to be found.
I’m interested in your concerns about Peter Drucker’s influence. I hope very much to hear more on that from you.
Thanks so much, as always, for your visit and your insights!
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