Why Should Anyone Be Led by You?: What It Takes To Be An Authentic Leader

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Peter Merry, Nish Dubashia, thanks for the great dialogue. In transscript. I enyoyed very much to watch the entire series on You Tube in 2020. The Bohm approach - as I know it from decades ago- has yet potentials which are not fully harvested.Bt thats only a side note. Why should anyone be led by you? This is a great question for self-reflection for any leader, focused on your leadership identity, values and purpose. It’s also the title of a book of Rob Goffee & Gareth Jones, and a piece of research I use when working with startup founders to help shape and articulate their leadership style.

Personal uniqueness: the fourth quality of top-notch leaders is that they capitalise on their differences. They use what’s unique about themselves to create a social distance and to signal separateness, which in turn motivates employees to perform better. By being so broad, you miss aspects of bullying that from my point of view and experience are essential : such as the intention to make the other feel bad, the sadistic inclination, the pleasure of humiliation, the tactics, the importance of recurrence, the servitude; the internalization of shame...Holly McCann on 08/29 – The Momentous Leap to a Flourishing World in 2050: Why, What, and How! - 02/17/2021 Community: followers long for a sense of belonging, to feel part of something bigger. Leaders must help them connect to others (not just to the leaders themselves) as well as to the overarching purpose of the organisation. Said E. Dawlabani on 12/21 — Vision is Only the Beginning: Educators Talk about Highly Effective Leadership in Colleges and Universities - 12/28/2020 More and more people and organisations are on the quest for authenticity of leadership. People want to be led by people they trust, respect and who are sincere. Goffee and Jones identify some key concepts – know and show yourself often, get close to your people but also keep your distance, and communicate with care.

Hewlett, S. A. (2019). The sponsor effect: How to be a better leader by investing in others. Boston, MA: Harvard Business Review Press. How hard do I push my own performance standards and insist that my people conform to the values I have articulated and modeled in my unit or in the organization as a whole? The answer to this question is covered in the section “situational sensing,” below. An excellent summary of the main insights from Clare Graves. thank you. It contributes to the foundation thinking of Holos Project and the ET Group.Intuition: inspirational leaders have a heavy reliance on intuition to gauge the appropriate timing and course of their actions. Such leaders are good ‘situation sensors’, they can sense what’s going on without having things spelled out for them, acting on gut instinct. What organisations need – and what followers want – are authentic leaders who know who they are, where the organisation needs to go, and how to convince followers to help them take it there. So, May or Corbyn, who gets your vote as the next leader of Britain? And how does this thinking speak to your own leadership virtues and values? blog category This book considers leading others as similar to an ongoing dance. It describes three natural, inherent tensions that leaders must manage well if they are to be effective.

Should you be an open book, or should there be an element of mystery about you? As General Charles DeGaulle said, “There must always be something about the leader which others cannot fathom.” https://www.npr.org/templates/story/story.php?storyId=120952975&t=1609320730924&fbclid=IwAR3v6ZCbywhzVJXZWTAJzFiWhnoVhK5b41mi6ErHjJh3t6oAhw2W6UOP6mk You may be in a top position without these qualities but few people will want to be led by you. They emphasise that all four qualities are necessary for leadership, but cannot be used in a mechanical way. Instead, these qualities must become part of, or must already belong to, a potential leader’s personality. These four qualities are only a first step: Taken together, they tell executives to be authentic. In short, ‘Be your self—more—with skill.’ This simple advice, however, is not easy to follow.

Practice Tough Empathy

Barbara A. Amodio, Ph.D. on 09/17 – An Integral Catholic Leader: Father Anthony de Mello, SJ - 02/07/2021 Not necessarily. One of the most persistent misperceptions is that people in leadership positions are leaders. But people who make it to the top may have done so because of political acumen, not necessarily because of true leadership quality. What's more, real leaders are found all over the organization, from the executive suite to the shop floor. By definition, leaders are simply people who have followers, and rank doesn't have much to do with that. Effective military organizations like the U.S. Navy have long realized the importance of developing leaders throughout the organization. We all know that leaders need vision and energy, but after an exhaustive review of the most influential theories on leadership--as well as workshops with thousands of leaders and aspiring leaders--the authors learned that great leaders also share four unexpected qualities. The first quality of exceptional leaders is that they selectively reveal their weaknesses (weaknesses, not fatal flaws). Doing so lets employees see that they are approachable. It builds an atmosphere of trust and helps galvanize commitment. The second quality of inspirational leaders is their heavy reliance on intuition to gauge the appropriate timing and course of their actions. Such leaders are good "situation sensors"--they can sense what's going on without having things spelled out for them. Managing employees with "tough empathy" is the third quality of exceptional leadership. Tough empathy means giving people what they need, not what they want. Leaders must empathize passionately and realistically with employees, care intensely about the work they do, and be straightforward with them. The fourth quality of top-notch leaders is that they capitalize on their differences. They use what's unique about themselves to create a social distance and to signal separateness, which in turn motivates employees to perform better. All four qualities are necessary for inspirational leadership, but they cannot be used mechanically; they must be mixed and matched to meet the demands of particular situations. Most important, however, is that the qualities encourage authenticity among leaders. To be a true leader, the authors advise, "Be yourself--more--with skill." Not surprisingly, the most impressive business leaders we have worked with are all very refined sensors. Ray van Schaik, the chairman of Heineken in the early 1990s, is a good example. Conservative and urbane, van Schaik’s genius lay in his ability to read signals he received from colleagues and from Freddie Heineken, the third-generation family member who was “always there without being there.” While some senior managers spent a lot of time second-guessing the major shareholder, van Schaik developed an ability to “just know” what Heineken wanted. This ability was based on many years of working with him on the Heineken board, but it was more than that—van Schaik could read Heineken even though they had very different personalities and didn’t work together directly. For Weber, technical rationality was embodied in one particular organizational form—the bureaucracy. Bureaucracies, he said, were frightening not for their inefficiencies but for their efficiencies and their capacity to dehumanize people. The tragic novels of Franz Kafka bear stark testimony to the debilitating effects of bureaucracy. Even more chilling was the testimony of Hitler’s lieutenant Adolf Eichmann that “I was just a good bureaucrat.” Weber believed that the only power that could resist bureaucratization was charismatic leadership. But even this has a very mixed record in the twentieth century. Although there have been inspirational and transformational wartime leaders, there have also been charismatic leaders like Hitler, Stalin, and Mao Tse-tung who committed horrendous atrocities.

I see, sense and intuit form this hybid form of story telling future possibilties for perceiving within the volutions dynamics. Nish Dubashia on 12/21 - Integral Reflections on Science and Spirituality with Peter Merry and Nish Dubashia - 01/24/2021How personally close should I be with my direct reports? This involves what is known as “social distance” and you want to use it skillfully. Establish a sufficiently personal connection to process the emotional elements in your working relationships but not so close that you can’t impose and, if necessary, enforce the challenging performance expectations you have of your staff. Besides the above skills and attributes, everyone agrees that leaders need vision, energy, authority, and strategic direction. That goes without saying. But Goffee and Jones also discovered that inspirational leaders shared four unexpected qualities: The authors agree with other research – that leaders need vision, energy, authority, and strategic direction. But then they also emphasis that great or inspirational leaders also possess four completely new qualities: