Toward an Anatomy of Leadership

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Toward an Anatomy of Leadership
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Leaders and Leadership

• Gardner- stories that leaders relate, things that
  make leadership and followership possible
• Heifetz- not easy at best, its temporary
  adaptation process
• Burns- power and influence transformational
  leadership

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First, Howard Gardner

• Leaders persons who by word or personal example
  (embodiment) markedly influence behaviors,
  thoughts, feelings of significant number of
  fellow humans
• Persuasion and example that lead a group to take
  action
• Action either in accord with leaders purpose or
  the shared purpose of all

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Continuum of leadership

• Indirect leadership exerted through scholarly
  work, music, art, or other symbolic communication
• Direct leadership the sort exercised by world
  leaders through speeches and other means
• Very broad definition, very generally applicable
  to variety of situations

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Central role of the story

• Leaders achieve their effectiveness through the
  stories they relate
• Relate is broader than tell words are only one
  way to communicate

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The institutional context

• Humans are cultural creatures societies,
  organizations, institutions, traditions
• Human development and leadership within the
  context of a culture
• Institutions people participate in have evolved
  slowly over the centuries

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James MacGregor Burns

• Power vs. leadership
• A reciprocal process, not a person
• Mobilization of resources toward goals

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Burns Two Keys

• Imperatives of psychology and of motivation
  rich and pulsating stream of leadership-follower
  ship forces (Maslow)
• Great leadership is effective and has moral
  dimensions transformational

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Gardners model

• Leadership process within the minds of people
  (cognitive) who live in a culture
• Involves creation of a story that is related
• Ability to understand/evaluate story
• Appreciate struggle among stories

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Ron Heifetzs Biases

• Problems imbedded in complicated and interactive
  systems
• Behavior adaptation to situations over the
  course of evolution
• Authority is a trust

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Heifetzs Adaptation

• How does Burns transformational leadership
  actually work? Which and whose goals?
• Adaptive work learning required to deal with
  conflicts in the values people hold, or to
  diminish the gap between what they stand for and
  the reality they face
• Exposure and orchestration of conflictmobilizing
  toward goals

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Toward a Framework(things that make
leadership/followership possible)

• Primate heritageclear dominance positions
  proclivity to imitate
• Early socializationbond of attachment sense of
  self similarities and differences theories of
  the world, scripts, stereotypes
• Attainment of expertise in a domain mentors
• Expertise in the realm of people adult
  leadership patterns and behaviors

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Antecedents of Leading(ensemble of traits)

• Few comprehensive studies
• Some very popular some anti-social as kids
• Many lost a father or had strained relations with
  one or the other parent resiliency, important
  mentors
• Traits that make them stand out
• Inclination at early age to take risks
• Stand apart from contemporaries early
• Eloquent in voice and in writing also
  intelligence
• Physical and psychological stamina

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Antecedents of Following

• Not well studied either
• Prone to enlist in a cause or proclivity to
  follow
• Leaders were often followers when younger
• Attraction to certain features-perceived strength
  or power or spirituality

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The Developed Leader

• Tie to the community or audience
• Rhythm of life stamina (physical and
  psychological)
• Relation between the story and the embodiment
  of the storywalking the walk
• Centrality of choiceleadership as persuasion