In Search of Leadership

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In Search of Leadership

• Dickman Stanford
• Chapter 4

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Value of leadership cannot be overestimated

• Nature of leadership remains an
  elusive goal
• It is, like intelligence, an open concept
• In defining leadership separate
  realities
• Burns ( 1978) Northouse (1997)
• Leadership is a process between leader and
  follower
• Leadership involves influence that affect
  followers
• Leadership occurs in the context of groups
• Leadership involves the attainment of goals
• Wheatley Kellner-Rogers (1996)
• Innate striving to organize into relationships
• Lead event?requires organization and
  transformation
• of systems
• Organization?requires initiation and facilitation
• Someone must take a lead in getting things
  rolling,
• setting the pace and momentum

Prompted by genetic code encouraged
by environment Survival behavior
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From Millions of years of social intimacy, the
human brain evolved a capacity for consciousness
an awareness of self in relationship to others

• Durants (1968) human culture evolves at the
  influence of experience
• and context
• Thus, the exercise of
  leadership in human culture
• responds to different contexts
  by making adjustments
• in leadership
  behaviors engaged to influence others
• achieving a goal
• Classroom Exercise
• Please choose a time period (pp.127) and answer
  the following questions
• Envision yourself as a leader in that time and
  related space
• What is the goal that you are trying to help
  others achieve in that
• context?
• What significant information would you need
  (senses) to practice
• leadership?
• What would be your perception of a leader in that
  context?
• What leadership behavior might you engage in to
  influence the group
• achieve the goal?

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• Trait theory and the measurement
• movement
• First systematic study
• The development of
• measurement in the field
• of psychology
• No single set of characteristics
• were found
• Behaviorist theory of leadership style
• Henry Ford and automakers?maximize
• profit
• Leadership efficiency, productivity, and
  scientific process
• also minimize waste, streamline
  industry, and gain wealth
• through competition
• Dont think, just do
• Bureaucratic control
• Big government
• Need for control in an era marked by
  depression and nationalism
• Leadership valued rank and prestige, rules and
  regulations

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• Situational leadership
• Late 60s-70s emphasis on the characteristics
  of the
• setting for successful leadership
• Rebellious 60s?egalitariam view of leadership
• A person can be a leader or a follower
  depending on
• circumstances

• Situatonal leadership

Recognition of the complexity of leadership,
when studying the relationship between the
goals and the needs of the members Research
outcomes not the best?because they could not
predict which leadership skills would be more
effective in particular situations

• Goal instant communication to meet the
  pressing need to succeed in
• global market
• Transformational leadership
• 1980s nonleader leadership previous
  leadership
• positions were insufficient because they
  suggested that there is only one leader with
  many followers
• For the first time leadership was examined
  as a
• characteristic of the whole organization
  (roles
• overlap and compliment)
• Need of organization shared commodities
• Motivation and morality, empowerment and
  idealism

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• Systemic and strategic relationship
• Entrepreneurial information systems
• ?driven by free flow of information
• 80s and 90s strategic planning and
• combination of bottom up and top
• down decision making

Times are Changing The idea of leadership was too
narrow, they did not include idealism or
spirituality These theories balance pragmatism
with idealism?addressing to the broader need of
the common good informed by value for integrity,
trust honesty, etc.
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• Purpose of leadership
• Humans hardwired to cooperate, reciprocate,
  and behave in selfless ways
• Humans are hungry for lives that are
  purposeful
• A mixture of field theory, quantum physics,
  and social psychology
• The meaning of a strange attractor

An attractor is a set to which a dynamical system
evolves after a long enough time. That is, points
that get close enough to the attractor remain
close even if slightly disturbed. Geometrically,
an attractor can be a point, a curve, a manifold,
or even a complicated set with a fractal
structure known as a strange attractor.
Describing the attractors of chaotic dynamical
systems has been one of the achievements of
chaos theory. A trajectory of the dynamical
system in the attractor does not have to satisfy
any special constraints except for remaining on
the attractor. The trajectory may be periodic or
chaotic or of any other type.
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Rost (1991) Leadership is an influence
relationship among leaders and followers who
intend real changes that reflect mutual purposes

• New mental model of leadership
• New changes?humans must figure outa search for
  meaning
• Leadership becomes the fundamental social and
  emotional dimensions of human intelligence
• Langer (1989) --gtintelligent behavior has 3
  characteristics
• Creating new categories of thinking
• Openness to different viewpoints and new sources
  of information
• And flexibility and adaptability in resultant
  actions
• And this is called mindful leadership
• New definition
• Mindful leaders understand and apply their own
  intelligence
• To the understanding and the application of
  intelligence throughout their organization
• To achieve meaningful purpose
• Premises
• Organization 2 or more people gathering
• Human potential of any organization greatest
  asset
• In order to achieve this asset, minds in the
  organization must be fully engaged
• Actions of a leader can influence whether an
  organization can be intelligence friendly
• Knowledge about the brain essential in all
  organizations

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The New Perspective The Fundamental Source of
our Problems

• Bateson (1979)?gap between how humans think and
  the way nature work need for a deeper
  appreciation
• During this millennium leaders must be mindful
  practitioners, leaders who are stewards of
  organizational intelligence
• Engagement in proactive reflection
• Adjustment in the quality of organization of
  resources that inform understanding?flexibility
• The essence of leadership remains constant across
  time and context
• It requires acknowledgement that
• The basics do not change
• Pursue an achievement need (goal)
• This pursuit is genetic, acting is social
  communities