Managing Leadership^®

When someone takes a clear position on an issue, we typically are inspired with admiration. If it is a political or social question, the person has told us who he or she is, without apology and with full awareness that there will be those who will take, perhaps vociferous, exception. We respect that. Some of us are even encouraged by such an example to become more like actual people, ourselves – to not merely think about who we really are, but to test that supposition by subjecting it to criticism.

But when the boss does it – now that’s something else again. The boss doesn’t do it for him- or herself – although that can be a factor – but for organizational issues upon the outcome of which much, even our own personal livelihoods, depend. Often, given that we are talking about something exceptional, here – not a mere routine event, but one that claims territory or strikes out boldly on an uncharted path in uncertain times – this is done in what had been, until the moment of decision, paralyzing crisis.

And that, as we discussed in the previous post, is clearly evidence of individual leadership, as well as of its exceptional value to organizations. And yet, for all that, might there be more going on here?

Let’s look at the situations again. First, in the case of the individual who announces his stance on a social issue, there is not necessarily any pressure on him to do so. He is merely that sort generally, or he feels that the matter is of such import that citizens should step forward and be counted.

But what about the boss? Is her decisive stand solely a matter of personal civic or organizational philosophy? “This is just my job, of course I’ll make the decision.” Or is it the result of tremendous pressure arising from the immediate crisis, the scope and consequences of which grow with each moment that passes without it being resolved?

In the case of the boss, on the one hand how much of her decision was prompted by whatever degree of individual leadership she may possess, and on the other how much of that individual leadership was prompted by the pressure of the situation? If we agree that she displayed leadership, is it not reasonable to ask where it actually came from?

It is our habit to assume it came from her – that the organization’s fate issues from her possession of it. But is it not possible that – at least to some degree – her possession of it emanates from the organization and the dynamics its very existence sets in motion?

If that is the case, is she the only person so affected, or so imbued with the instinct, in this organizational context, to leadership?

Who is standing up, here, or who is being stood up? Do we really know?

—

Today’s tip: Speaking of standing up and attracting lightening, please see this Economist article about how one private equity executive views the varying rewards for managers and staff.

—

More and more readers are viewing the new mobile-friendly version of the Managing Leadership Blog on their internet-capable phones and pocket computers, and you can, too! Just use the “Get Mobile Version” link at the upper right of this page to have the address sent to your device or, for those of you reading this in your email client or RSS reader, go to http://fdm8.com/managingleadership to view the site (you can visit it right here from your computer to get an idea of what it will look like on your portable device).

If you enjoy this way of accessing this site, you can sign up for text alerts (of new posts) to your phone simply by enrolling your number in the mobile subscription link, also at upper right on the sidebar of the main page. Why not try it now!

And if you prefer to continue viewing the site on your regular computer, then please do subscribe by email or RSS reader, so you’ll always get the latest posts!

Technorati Tags: boss, decision, crisis, leadership, organization, Economist, executive, manager