Managing Leadership^®

Over the past couple of weeks, in the context of discussing the notion that there are “great leaders,” we have had occasion to refer to Leo Tolstoy’s War and Peace, which I had been reading while writing those posts. Notionally about Napoleon’s invasion of Russia in 1812 and subsequent horrific retreat, the real aim of the book was not merely to tell that story as it unfolded in the lives of its various characters, but to use the depiction of those lives to penetrate the secrets of History, itself. Or, rather, to unveil the fraudulent assertion that those secrets had already been penetrated.

The reason that is of interest to us here is that Tolstoy quite clearly repudiates the notion that Great Men have guided – or, even, can really influence – the general or specific direction of our affairs. Moreover, he goes beyond that, rejecting the idea that there is a direction to the flow of history. Rather, he argues, the forces that course through it and give it its apparent direction simply result from the combined interaction of countless individual decisions, actions, and coincidences occurring among all of us.

We aren’t here, on these pages, to discuss History, of course. What’s more, on the level of our everyday lives, we certainly act on the belief that there is a direction – an aim – to our activities and businesses, one which individuals in key positions in particular can influence – if not determine – for good or ill.

These are ideas with which I, for one, am perfectly comfortable. The thing I find intriguing about Tolstoy’s take on this is his positively visceral condemnation of the suggestion that anything – we, History, fate – is at the mercy, or subject to the whims, of great personages. On the one hand, he says, this flies in the face of the evidence. On the other, he acknowledges, we nevertheless persist in seeking out and “following” such leaders.

On a larger scale than our daily lives and work, is that true? If so, does it have any force at all at our level?

In making his argument (which he sometimes interjects as straightforward essays into the novel) he posits a train, and imagines what various sorts of people might think animates it. Intellectuals might conclude it is the smoke issuing from the engine, symbolizing purpose. But this argument, Tolstoy points out, is as insubstantial as the evidence, which simply dissipates.

Other modern men of the world might point out that it is the wheels, which denote infrastructural influences. But this, inasmuch as it both ignores what drives the wheels, or can never trace to its source the endless chain of precursor events leading to that, is also pointless – it doesn’t amount to an actionable answer.

Peasants, he supposes, might guess that it is the devil that makes the train go. The devil signifies putatively great figures acting as the locomotives pulling human aspirations and behaviors behind them. We, Tolstoy laments, continue to cling to this essentially illiterate impression. So, it would seem, we are all peasants after all.

We’re going to look at this over the next few days. We will consider it in the light of this year’s Presidential election in the United States, recent and current events, and other perspectives – all hopefully pointing to useful insights in management. Please do stop in and offer your own thoughts!

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Today’s tips: Speaking of setting unwarranted expectations – and trusting in them – please see Steve Roesler’s piece on the difference between being in charge and being in control, at All Things Workplace.

Please also be sure to stop over to view this month’s Leadership Development Carnival, hosted by Dan McCarthy. It’s the special Sarah Palin Edition – check it out!

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