Authentic leadership is a concept both highly revolutionary and extremely practical. It values personal virtue above selfish interests and emphasizes the importance of a leader’s words matching their actions. So why are there so many critics of a leadership style that has as its very foundation a focus on morality? Bill George, a senior fellow at the Harvard Business School and author of Authentic Leadership: Rediscovering the Secrets of Lasting Value and True North: Discover Your Authentic Leadership, introduced authentic leadership in 2003 in the wake of such corporate scandals as Enron, WorldComm, Tyco, and Freddie Mac. George offered the antidote to morally-challenged corporate leaders, authentic leadership.
As it happens with innovative concepts that provide answers to complex moral questions, critics of this theory soon emerged objecting almost entirely based on the word “authentic.” After all, what does it really mean to be “authentic?” Following an exhaustive dictionary and thesaurus evaluation, the following represent the most common synonyms: genuine, real, true veritable, reliable, dependable, trustworthy, authoritative, faithful. So again, I ask, why the issue with George’s use of the word “authentic” in describing leadership? Answer: key critics of authentic leadership tend to conflate the word “authentic” with the impulse individuals possess to say or do everything on their minds.
However, demonstrating sound judgment in knowing when to say or not say what’s on your mind isn’t inauthentic, it’s wise. But what are the keys to seeking an authentic leadership style? Though not a comprehensive list of authentic leadership qualities, the following represent tangible methods any aspiring authentic leader can employ.
Self-regulation is one of the foremost keys to developing this leadership style. Embracing one’s unique personality and experiences is as authentic as demonstrating self-control when dealing with personal relationships. Ultimately, both qualities begin with effective self-evaluation.
Self-evaluation is extremely difficult but mastering such a discipline is a key component to authentic leadership. The process of self-evaluation benefits both the individual personally and the organization as a whole.
Self-evaluation alone does not a good leader make. Leaders need people, good people, people upon whom they can rely for advice and various levels of support. The best authentic-leaders create an inner circle comprising of individuals with skills that fill gaps in their leadership styles and challenge them to strive for a better sense of purpose.
Personal Values and Ethics
Possessing a genuine sense of personal values and principles will help the authentic leader better guide both the process of self-evaluation, but also interaction with other individuals within the organization. They provide the moral compass with which to follow when no one else is looking and the framework through which all decisions are made.
Authentic leadership is NOT a filterless representation of what you really think. That’s called stupidity. On the contrary, this style of leadership requires character, hard work, reflection, and a lot of self-control. Employed correctly, authentic leadership provides a moral basis for adapting one’s leadership style to any challenge, and a rich environment in which other aspiring leaders can grow.
What’s Wrong With Authentic Leadership?
Authentic leadership is a concept both highly revolutionary and extremely practical. It values personal virtue above selfish interests and emphasizes the importance of a leader’s words matching their actions. So why are there so many critics of a leadership style that has as its very foundation a focus on morality? Bill George, a senior fellow at the Harvard Business School and author oKyle Kramer Articles
More than a century of research indicates that there is almost an endless list of leadership definitions without unanimity, including over 90 variables for consideration (Bass, 2008; Northouse, 2019; Winston & Patterson, 2006; Yukl, 2013). Over time, most researchers have come to a consensus that leadership is a complex process of influence toward a collective task (Hickman, 2015; Northouse, 2019; Yukl, 2013). In the same manner, there seems to be just as many leadership theories that have evolved over time. But, which leadership theory is the most effective for organizational transformation? What is the role of the leader and follower within the leadership theories that are beneficial or detrimental? Researchers from all over of the world have been trying to aggressively answer these questions in a plethora of studies for many years.
Through research findings, the theory of transformational leadership has become the rage in recent times. Setting challenging expectations, transformational leaders motivate followers through an exceptional form of influence to do more than originally intended or thought possible (Bass, 2008, Northouse, 2019). Much attention is given to the needs and motives of followers while the leaders strive to assist followers in reaching their fullest potential (Northouse, 2019). In the end, the leader and follower may transform from within having stronger moral values (Northouse, 2019). For example, Gandhi did transform millions of people while raising their hopes and demands, and at the same time, was changed himself. In addition, a series of studies reflected four factors of transformational leadership including idealized influence, inspirational motivation, intellectual stimulation, and individualized consideration (Christie, Barling, & Turner, 2011). With a strong sense of moral values, transformational leaders use the four factors to create organizational turnaround.
Four Factors of Transformational Leadership
1. Idealized influence
2. Inspirational motivation
3. Intellectual stimulation
4. Individualized consideration
An emotional component of leadership known as charisma is a factor among transformational leaders. Transformational leaders lead by example through actions such as exhibiting bravery by taking risks and making difficult decisions. There is a great deal of trust from the followers, and the leaders are very respected (Northouse, 2019). Charismatic is a word often used to describe a transformational leader and one of the reasons why followers are inclined to support the vision and mission set forth (Bass, 2008). Have you ever experienced a charismatic leader who had high moral standards and led others through a positive change effort? To be part of such a change can be invigorating and spark the passion to achieve at a high degree of success.
Challenging individuals in a risk-free environment, while clearly communicating the expectations to generate commitment toward a shared vision is the role of inspirational motivation (Bass, 2008; Northouse, 2019). Implementing the concept of a true team is enhanced within the theory of transformational leadership. Followers are influenced to achieve more than they could ever think possible as part of a team instead of in their own self-interest (Northouse, 2019). A leader who creates such a risk-free environment and promotes the team concept adds a bit of healthy competition to the organization is positively effecting change within an organization.
Leaders who encourage followers to be innovative and challenge the beliefs and values of the followers and self, provide intellectual stimulation and empowerment (Northouse, 2019). The leader enables followers to question organizational assumptions and discover ways to problem solve individually and within teams. Support is given to the followers as they try new approaches and develop ways to solve organizational issues. Careful problem solving is promoted through intellectual stimulation within a risk-free environment (Bass, 2008; Northouse, 2019). An example of this type of leadership is a school principal who promotes teacher efforts to develop unique ways to solve barriers for students, so the students may reach a level of proficiency in core subjects such as reading or math.
A leader who finds personalized ways to engage with followers exhibits individualized consideration. Listening to the individuals needs and acting as a coach for the purpose of assisting followers to reach their fullest potentials are traits of a transformational leader (Bass, 2008; Northouse, 2019). Through a supportive environment, new learning opportunities are created, two-way communication is encouraged, and tasks are delegated (Bass, 2008). Recognizing qualities in others despite cultural differences builds trust and empowers followers to achieve and the basis of individualized consideration a transformation leader implements with fidelity (Bass, 2008; Greenleaf, Spears, Covey, & Senge, 2002).
Relevance to Organizational Improvement
As a school district executive administrator in one of the largest districts in the nation with approximately 96,000 students, strategically placing transformational leaders within the organizational structure has proven effective. There is a direct correlation between the school principal and student achievement, and this correlation is significant when implementing themes or theories of leadership (Crum, Sherman, & Myran, 2010; Shaw & Newton, 2014). Moreover, significant relationships exist between school leadership and learning, as well as specific principal behaviors producing a direct relationship with teacher’s career decisions (Boyd et al., 2011; Nettles & Herrington, 2007). Knowing the research of the impact of a school principal within the organization of a school, the school principals exhibiting the four factors of transformational leadership were placed in the most struggling schools in the school district. Within four years of implementing this organizational change, there has been a significant decrease from 22 struggling schools according to the state accountability system to one struggling school. Students within these schools now have a greater chance of graduating high school because of the significant increase in proficiency and growth in core academics. The school principals within these schools created an environment where both students and teachers achieved far more than ever thought possible.
Value to the Field of Study
Transformational leadership has several positive implications for a variety of organizations. Because this leadership style has a large emphasis on focusing on followers’ needs and providing a sense of empowerment, the style has a strong intuitive appeal (Bass, 2008). Followers’ perceptions of a leader with transformational leadership factors enhance organizational outcomes. Furthermore, transformational leaders place a strong emphasis on morals and values. For example, as previously mentioned, providing students in the struggling schools opportunities to demonstrate proficiency is our moral and ethical obligation to the students and community. In this case, not only did the teachers have an opportunity for growth, the students did as well.
In conclusion, transformational leadership promotes high levels of goal mastery within organizations. The transformational leadership factors of idealized influence, inspirational motivation, intellectual stimulation, and individualized consideration, when perceived by followers, lead to commitment to the leaders’ vision and mission. These factors when exhibited by a leader can lead to greater performance by both the leader and follower that goes well beyond what is expected. Is it the moral obligation of a leader to promote growth among followers while empowering and supporting efforts toward achieving challenging goals? Transformational leaders would say, yes, it is the moral obligation of a leader to promote the growth of others for the good of the organization.
Bass, B. M. (2008). The Bass handbook of leadership: Theory, research, & managerial applications (4th ed.). New York, NY: The Free Press.
Boyd, D., Grossman, P., Ing, M., Lankford, H., Loeb, S., & Wyckoff, J. (2011). The influence of school administrators on teacher retention decisions. American Educational Research Journal, 48(2), 303–333.
Christie, A., Barling, J., & Turner, N., (2011). Pseudo-transformational leadership: Model specifications and outcomes. Journal of Applied Social Psychology, 44(12), 2943-2984.
Crum, K. S., Sherman, W. H., & Myran, S. (2010). Best practices of successful elementary school leaders. Journal of Educational Administration, 48(1), 48–63. https://doi.org/10.1108/09578231011015412
Greenleaf, R. K., Spears, L. C., Covey, S. R., & Senge, P. M. (2002). Servant leadership: a journey into the nature of legitimate power and greatness (25th anniversary ed.). New York: Paulist Press.
Hickman, G. R. (2015). Leading organizations: Perspectives for a new era (3rd ed.). Thousand Oaks, CA: Sage.
Nettles, S. M., & Herrington, C. (2007). Revisiting the importance of the direct effects of school leadership on student achievement: The implications for school improvement policy.
Peabody Journal of Education, 82(4), 724–736. https://doi.org/10.1080/01619560701603239
Northouse, P. G. (2019). Leadership theory and practice (8th ed.). Thousand Oaks, CA: Sage. Shaw, J., & Newton, J. (2014). Teacher retention and satisfaction with a servant leader as principal. Education, 135(1), 101–106.
Winston, B. & Patterson, K. (2006). Integrative definition of leadership, International Journal of Leadership Studies, 1(2), 6-66.
Yukl, G. (2013). Leadership in organizations (8th ed.). Upper Saddle River, NJ: Prentice Hall.
Organizational Turnaround Through Transformational Leadership
More than a century of research indicates that there is almost an endless list of leadership definitions without unanimity, including over 90 variables for consideration (Bass, 2008; Northouse, 2019; Winston & Patterson, 2006; Yukl, 2013). Over time, most researchers have come to a consensus that leadership is a complex process of influence toward a collective task (Hickman, 2015; NorthouShanna M. Flecha Articles
To better comprehend the association between Leadership, Spirituality and Sense of Happiness or satisfaction with regards to the working environment, I propose the concept of visionary leadership which is broadly utilized as a part of contemporary discourse of leadership. Visionary Leadership can be identified as an inclination to see higher spiritual powers behind the occurrence of every other event. Visionary leaders look for a relationship of events with these spiritual forces. They may or may not find themselves to be involved in such events but they may believe in the idea of alignment of events with the transcendent forces.
Visionary leaders have the vitality, drive and determination to get things going and lead others do likewise. They have an inner motivation and the ambition to achieve big. They believe in their motivation and their capacity to think for big goals.
Some of the great world leaders including President George Washington and Winston Churchill mentioned the assistance they got from a ‘guiding hand’.
Winston Churchill said: “... we have a guardian because we serve a great cause, and we shall have that guardian as long as we serve that cause faithfully.”
It is reported that the President of Egypt, Anwar Sadat had been visited by Mohammed who told him to maintain peace in the Middle East, which he sought after with determination.
Below are some of the quotes from famous business leaders regarding the idea of visionary leadership and its spiritual connection:
"A leader's role is to raise people's aspirations for what they can become and to release their energies so they will try to get there." — David Gergen
"The companies that survive longest are the ones that work out what they uniquely can give to the world — not just growth or money, but their excellence, their respect for others or their ability to make people happy. Some call those things a soul." — Charles Handy
"A leader has the vision and conviction that a dream can be achieved. He inspires the power and energy to get it done." — Ralph Lauren
Visionary leaders comprehend that spirituality in the work environment setting is tied in with discovering the reason and meaning, past one's self, through the opportunities related to the work. Uncovering these purposes would incite significant sentiments of prosperity, a satisfying conviction that one's work makes an extraordinary or potentially noteworthy contribution.
It might empower a feeling of association with others. Visionary leadership is more than coordinating and directing the followers or people under the effect of leadership. Driving from inside is a method for concentrating on our internal knowing and our natural qualities and strengths. One way of releasing this rich source of knowledge can be by a plan of action to our strengths. Times of emergency and crisis may likewise prove to be the times of enlightenment with the potential for change and development. It may prove to be the time when we start to scrutinize our deeds, needs and the way we live and work.
Major life occasions which may be painful at times, for example, the loss of a friend or family member, separation of one's family, sickness or injury, may be perceived as opportunities as much as difficulties. Events like these, have a tendency to deliver a need to incite meaning, and the bits of knowledge that develop after it are vital to how we rise up out of them. In the similar context, encounters like near-death experience or such revelations may likewise have that power of such transformation. Visionary leaders may comprehend that with the end goal for them to ingrain a sense of meaning and satisfaction.
Following are the three kinds to happiness that we can experience as proposed by Martin Seligman (credited as the father of Positive Psychology):
1) pleasure and gratification,
2) embodiment of strengths and virtues and
3) meaning and purpose.
The "pleasurable and gratification" is what we encounter when we work on activities that makes us feel enjoyable, for example, purchasing of new things, recreational activities with our family members, sharing quality time with friends and family members or going out on holidays. The life of commitment and engagement is tied in with utilizing our qualities and strengths in the everyday events.
It may come through profound commitment in any action that one may find challenging, which could be a part of one's professional or family life. A life with a meaning is developed when we start utilizing our qualities for the goal of achieving something that is bigger than one's self.
"Meaning and Purpose" originates from serving others and may incorporate taking care of the family, helping other individuals, volunteering works, etc. Visionary leaders can help their supporters to these ways of attaining happiness or satisfaction, however the first path that is provided by Seligman can be accomplished outside the work environment and we, normally, know how to achieve it, while the second path has been a part of the work plan for more than 50 years. It is, however, with the third kind (meaning and purpose) with which the leaders may experiment by opening the opportunities to significant and meaningful work.
A manuscript studying more than 150 studies demonstrates that there is a similarity in relationship between spiritual values and leadership efficiencies. Qualities that have for quite some time been viewed as spiritual ideals, for example, empathy, meditation and contemplation, have been shown to be identified with success in leadership.
In a similar way, the practices that are traditionally been associated with the concept of spirituality, and are practiced in everyday life, for example, offering of prayers, etc. have been proposed to be associated with the effectiveness in leadership. In many spiritual practices, emphasis has been put on the application of beliefs like prayers, and it has also been found to be a part of crucial leadership skills including, gesture of respect for others, exhibiting equal or fair treatment, expression of concern, listening and recognizing the work done by others, etc. Spirituality may be utilized as a model or framework for organizational values. In the model being proposed here, the spiritual values may not exhibit an immediate co-relation but it can be perceived as something that enable a channel through which, the other values may found to be aligned.
About the Author:
Vedang R. Vatsa is an initiator and the one who get things done. He developed his skills and worked with some eminent clients on his own. He likes to travel far up to the mountains and deep down to the beaches with an aim to explore the mighty possibilities of reality. He loves to discuss ideas with people and appreciate an honest feedback.
Connect with him on LinkedIn: https://www.linkedin.com/in/vedangvatsa/
Leadership Effectiveness, Spiritual Values and the Paths to Happiness
To better comprehend the association between Leadership, Spirituality and Sense of Happiness or satisfaction with regards to the working environment, I propose the concept of visionary leadership which is broadly utilized as a part of contemporary discourse of leadership. Visionary Leadership can be identified as an inclination to see higher spiritual powers behind the occurrence of every otherVedang R. Vatsa Articles
Communication concepts in the leader-follower relationship are important because they provide a clear presentation of some helpful techniques about how individuals can evaluate their own communication abilities. Most importantly, one can improve his or her own communication skills by adhering to developing and earning trust by acting, thinking, and decision making in the right manner, learning how to gather information, being open to dialogues, developing effective skills, and being able to read between the lines. These are essential, fundamental tools that are necessary in global environments and cross-cultural communication, because of the roles they help leaders develop as they are striving to become more successful as they embark on a journey of effective leadership.
WHAT SHOULD BE DONE TO IMPROVE COMMUNICATION?
In order to improve communication with respect to the leader-follower relationship, one should observe the following prerequisites:
i. Maintaining trust: One should be aware that people are likely to forgive many things where trust exists as opposed to where there is no trust. In addition, great leaders also demonstrate the need to get personal as far as communication is concerned. The essence of getting personal is to help an individual be truthful as much as he or she can. Getting specific is another rule of thumb if one is to improve his or her communication because it removes ambiguity (Myatt, 2012). This calls for the need for one to learn to communicate with clarity based on simplicity and conciseness.
ii. Learning techniques to gather information: Learning how to gather information while transferring ideas, aligning expectations, inspiring action, and spreading the vision is another significant aspect to improving one’s communication. An individual can improve his or her communication by developing a ‘servant’s heart’ through focusing on contributing to the overall communication matter than just receiving. It is apparent that one is able to improve his or her communication when he or she seeks to contribute to the overall communication subject more than just receiving information from other parties. In addition to this, one has to have an open mind in order to improve his or her communication. An inflexible mind is a toxic factor of new opportunities for leaders and thus a leader-follower relationship must ensure that individuals are open to dissenting and opposing positions (Myatt, 2012). An individual who wants to improve his or her communication must also be open to new ideas and dialogue to demonstrate the willingness to engage in a discussion with an open mind. The foundation of morality is through empathetic engagement in all aspects while influencing followers towards the attainment of common goals.
iii. Developing effective listening skills: Listening is very important in the process of improving communication since through active listening actual understanding of what has been said is achieved by leaders and their followers. Listening also plays a vital role in ensuring that the leader gives effective and the right feedback in response to what has been heard and understood. Besides, listening ensures that the leader is put in the mindset of serving his or her followers. Thus, the author of this popular press magazine is convinced that developing effective listening skills is an important technique for helping an individual to improve his or her communication (Myatt, 2012). In addition to effective listening, empathy is another fundamental communication technique in the leader-follower relationship. Effective leaders must demonstrate that they care about their followers by avoiding prideful arrogance and ego. Also, they must demonstrate emotional intelligence by being in a position to diagnose, understand, and manage emotional cues based on self-awareness, self-management, social awareness, and social skill. This should be coupled with the ability to possess a personal understanding which includes the ability to deal with emotions, general performance, as well as the ability to demonstrate self-control, trustworthiness, adaptability and ability to lead others (Patterson et al., 2007). Hence, an individual can improve his or her communication by taking responsibility and accountability as a virtue that connects ethics and integrity.
iv. Reading between the lines: The ability to read between the lines is another essential communication technique in the leader-follower relationship. This allows an individual to reflect upon their ideas and thoughts in the conception stage before they present them to their followers. Ultimately, this ensures they become aware of the implications of their ideas, opinions, and thoughts to their followers. As such, an individual can evaluate his or her communication by determining whether he or she reflects upon their communication content before conveying it to their followers. An individual must be reflective of their thoughts and ideas in order to challenge assumptions (Lokhorst, 2016). This is an imperative initiative since it allows leaders to think strategically by conducting an evaluation of their business model, organizational and staff structure, and customer base.
THE ROLE OF A LEADER IN GLOBAL ENVIRONMENTS AND CROSS-CULTURAL COMMUNICATION
All these communication strategies are essential in global environments and cross-cultural communication in the following ways:
First, effective communication entails the ability to communicate across cultures through appropriate ethical language while respecting others. Ethical concerns also contribute to the challenge of leadership in global working environments. Managers are expected to possess the ability to communicate effectively across cultures through using appropriate ethical language. This should be accompanied with respecting viewpoints of people from different cultural groups in the workplace. The shifting scope of businesses’ operation from local and regional contexts to increasingly global contexts requires successful leaders to possess attributes such as cultural flexibility, emotional intelligence and economic competence, collaboration and control, and effective control (Myatt, 2012).
Employing ethical principles in global working environments also includes the need to eliminate discrimination and harassment, navigating cultural, linguistic, and economic differences, operating in an insightful manner at a personal level, and providing honest information to all stakeholders in the leadership context. This, therefore, makes the leader communication styles imperative.
These communication strategies also enhance co-existence and positive relationships. This is by ensuring that leaders develop emotional intelligence and cultural flexibility, as well as fostering an environment that motivates followers by providing incentives and other necessities to achieve a desired goal (Lokhorst, 2016). The global working environments require the practice of embracing multiplicity or a mixture of individuals from a wide range of cultures, ethnic groups, religions, genders, and sexual orientations among others. Leaders are also expected to meet technological, economic conditions, labor conditions, and social and cultural standards. This is through understanding ethical concerns, customer needs and motivations, information, and choice available to the workforce, addressing globalization, and corporate governance concerns (Patterson et al., 2007). Those who want to improve their communication with respect to leader-follower relationship need to maintain continuous leadership skill development. This is vital in global working environments and cross-cultural communication.
WHERE TO BEGIN?
The communication strategies discussed provide invaluable lessons about leadership with respect to leader-follower communication relationships. To begin with, the changing nature of business operations from local to global environments has led to the evolution of the concept of leadership. The speed of change in all spheres of life demands an entirely different leader to lead in global environments and cross-cultural communication contexts. The leader must strive to adapt rapidly to change and be engaging in constant skill development to lead others to the desired direction. In all these, cultural flexibility is a fundamental leadership competency in global environments. It entails the need for one to demonstrate the ability to be willing to submit to another cultural way of life without feeling anxious or alien-like feelings. In the leader-follower relationship, emotional intelligence is one of the communication imperatives. One must, therefore, demonstrate a deeper understanding of their emotions, weaknesses, strengths, drives, and reactions to problems to know how to handle themselves in different situations. This is particularly important when interacting with individuals from diverse cultural backgrounds. Of ultimate importance in improving communication with regard to the leader-follower relationship is the ability to read between the lines. This is an essential communication technique in the leader-follower relationship because it allows an individual to reflect upon their ideas and thoughts in the conception stage before they present them to their followers. This is the most important stage for if the leader does not get it right here it will not carry over well to the followers.
How you start a project could very well be how you end one.
In essence, the beginning is the end.
Lokhorst, J. (2016). The secret to successful organizational change. Outcomes Magazine. Retrieved from http://www.christianleadershipalliance.org/about
Myatt, M. (2012). 10 communication secrets of great leaders. Forbes. Retrieved January 11, 2017, from http://www.forbes.com/sites/mikemyatt/2012/04/04/10-communication-secrets-of-great-leaders/3/#1be23a634c91
Patterson, K., Dannhauser, Z., & Stone, A. G. (2007). From Noble to Global: The Attributes of Global Leadership. Servant Leadership Research Roundtable. Retrieved from https://www.regent.edu/acad/global/publications/sl_proceedings/2007/patterson_dannhauser_stone.pdf
The Importance of Communication Concepts in a Leader-Follower Relationship
Communication concepts in the leader-follower relationship are important because they provide a clear presentation of some helpful techniques about how individuals can evaluate their own communication abilities. Most importantly, one can improve his or her own communication skills by adhering to developing and earning trust by acting, thinking, and decision making in the right manner, learningPriscilla J. DuBose Articles
On June 18,1940, Winston Churchill, the newly elected British Prime minister, addressed the House of Commons regarding the Battle of France and the impending Battle of Britain. The United States would not enter into the war for another six months, leaving Britain to stand alone against the Nazi war machine. Churchill’s speech was not only intended to address the House, but was also broadcast on the BBC to the British public. Many have considered this to be one of the greatest speeches ever given in the English language. What is it about this speech that makes it so powerful?
The Great Visionary
In order to study the importance of this speech, we must study the events which had occurred leading up to it. Only two weeks prior to Churchill’s speech, the British navy, along with a fleet of private fishing boats, completed the evacuation of British, French and Commonwealth troops from Dunkirk before they were utterly crushed by the advancing Nazi forces. Only having held the office of Prime Minister for six weeks, Churchill needed to calm, inspire and motivate not only the British military, but the people as well. So as we look at the speech, I will attempt to break down the speech into some key elements he used to achieve his goal.
Throughout most of the 36 minute speech, Churchill spoke very directly and very logically about the events in France. He opens the speech by placing blame for the “colossal military disaster” (Churchill, 1940) squarely on the French High Command, but holds in a more subtle way, the House of Commons and the Parliament at fault as well. At the same time, he tells the British people that he does not want to dwell on this, but must look to the future. In fact he speaks of the future several times during the course of the speech. “Of this I am quite sure, that if we open a quarrel between the past and the present, we shall find that we have lost the future” (Churchill, 1940). To this he immediately follows up with facts and figures regarding the number of troops rescued from the shores of Dunkirk, including British, Canadian and French troops. In fact, during most of the speech he refers to facts and figures regarding their ability to defend the Island from any possibility of invasion. During the entire speech, Churchill always spoke in truthful yet positive terms, then telling the British people that it is business as usual, “Those who are not called up, or else are employed during the vast business of munitions production in all its branches-and their ramifications are innumerable-will serve their country best by remaining at their ordinary work until they receive their summons.” (Churchill, 1940). At its heart, one can see the British wartime slogan “Keep Calm and Chive On”. During his address, Churchill never tried to pull the wool over the eyes of the British people by diminishing the strength of the German military forces, but also insisting that Britain will prevail. When placing Churchill into the role of a modern business leader, Caroline Longstaffe writes “Churchill’s approach would be firstly to explain the current realities, then inspire the team by offering them a vision for how things could be, then tell them how to achieve this and finally mobilize them into action” (Longstaffe, 2005).
The Great Orator
Winston Churchill was a visionary leader, of that there is no doubt. To be a great leader, he also had to be a great communicator. He had not only a keen grasp of the English language, but understood how to deliver his message. If one looks at the final typed transcript of the speech and how it is setup, it is written in a blank verse format, with five-line paragraphs of indented type, “a form the Churchill Archives Center's director, Allen Packwood, compared to the Old Testament Book of Psalms, regarded by many literary scholars as one of the seminal influences, with Shakespeare, on Churchill's literary and rhetorical style” (Burns, 2010). One can read the words, but this does not compare to listening to Churchill himself give the speech. To listen to the tempo and rhythm he uses, perhaps calculated to calm the people. Even though this is dire news, it is given so as to not incite panic in the British people. One important thing to note as it pertains to leadership communication is that, like all of his speeches, he wrote this speech. Unlike modern politicians, there were no speech writers during this period. The words are his, and because of this, he believes his words and is sincere in his message. In order to convey a positive ethos, a leader must be sincere, using their own words, style and tone to convey their message, even if that message is not necessarily a good one.
A Man of Purpose
Sir Winston Churchill’s Finest Hour speech had vision, which he conveys to the House of Commons and the British people with a sincerity that all leaders should strive for. Along with those qualities, his speech also had purpose. In the final four sentences, Churchill states, “Hitler knows that he will have to break us in this Island or lose the war. If we can stand up to him, all Europe may be free and the life of the world may move forward into broad, sunlit uplands. But if we fail, then the whole world, including the United States, including all that we have known and cared for, will sink into the abyss of a new Dark Age made more sinister, and perhaps more protracted, by the lights of perverted science. Let us therefore brace ourselves to our duties, and so bear ourselves that, if the British Empire and its Commonwealth last for a thousand years, men will still say, "This was their finest hour” (Churchill, 1940). He makes no bones about what failure means, but that if everyone does their part, the Empire will endure. Those future historians will look back and say that despite overwhelming odds, Britain prevailed. She prevailed because her people never lost hope, kept calm and chived on. All leaders, whether in the corporate world or the political arena, should aspire to this kind of honesty and sincerity.
Burns, John F. (2010, June 18) Seventy Years Later, Churchill's 'Finest Hour' Yields Insights. The New York Times, p A8(L).
Churchill, Winson (1940, June 18), Finest Hour Speech, Address to the House of Commons, London England
Longstaffe, Caroline (2005) Winston Churchill, a leader from history or an inspiration for the future? Industrial and Commercial Training 37(2/3), 80-83
Winston Churchill’s Finest Hour Speech: A Template for Modern Leaders
On June 18,1940, Winston Churchill, the newly elected British Prime minister, addressed the House of Commons regarding the Battle of France and the impending Battle of Britain. The United States would not enter into the war for another six months, leaving Britain to stand alone against the Nazi war machine. Churchill’s speech was not only intended to address the House, but was also broadcastKevin Marosi Articles
Many managers believe that it is enough to show up and be seen, but then this is why I refer to them as managers and not leaders. Leadership require more than just showing up, it requires engagement; but if a manager doesn’t know what engagement looks like chances are they are missing opportunities to move from manager to leader.
In a recent GALLUP article by Randall Beck and Jim Harter, they state that only 30% of U.S. employees are engaged and cite managers for being the primary cause. While every manager may not be a great leader it would be remiss to assume they don’t want to be and it is more likely that they don’t know how to be a great leader.
So what is a manager to do? Here are 5 simple things they can start doing right away to be more engaged.
1. Say good morning. When is the last time you walked around and said good morning to all of your employees? It seems simple, and it is, yet many leaders come in and head straight for their office. If you can do it every day great, if not, try for once a week. If you say “Good morning, have a great day.” It will have an amazing effect on your employees.
2. Recognize and Compliment. Don’t assume your employees know they are doing a good job; tell them! Look for opportunities to recognize the contributions your employees make to the organization and not just the big ones, the small ones count too. Remember, no news is not always good news.
3. Meet one on one. If there is one thing you need to start doing if you’re not already is to meet with your employee’s one on one. Have them schedule 15-30 minutes with you weekly, bi-weekly or monthly. Make the time about them, not you by always asking questions like: What are you working on; what are your roadblocks, what can I do for you; what should I stop doing.
4. Walk around and ask questions. I don’t mean “what are you working on” or “what the status of X project is”, ask questions to make a personal connection. “How was your weekend ”,“How are your kids/spouse/significant other”. Leaders need to be seen and that lends itself to making personal connections with your employees. As with number one, you may not be able to do it every day but you should do it at least once a week. Put it on your calendar.
5. Listen more, talk less. You cannot speak and listen at the same time, listening takes effort and focus. Apply this to 1-4 and you will be well on your way to better engagement with your employees.
Remember that if you want to have engaged employees you have to be an engaged leader. The more engaged you are with them, the more engaged they will be and the less likely they are to leave you and the organization.
*Image courtesy of Ambro at FreeDigitalPhotos.net
GOOD LEADERSHIP - It’s about more than just showing up, it’s about being engaged
Many managers believe that it is enough to show up and be seen, but then this is why I refer to them as managers and not leaders. Leadership require more than just showing up, it requires engagement; but if a manager doesn’t know what engagement looks like chances are they are missing opportunities to move from manager to leader. In a recentAnthony T. Eaton Articles Employee relations
The demands on leaders can be many and they are often pulled in multiple directions at once. Having employees that work for you helps you to get things done and takes some of the burden off, but it also brings with it a great responsibility and new set of expectations and needs. Employees need things from their leaders and it is not just more work.
Here are six things that I believe all employees need their leaders to be.
Everyone wants to know where they stand and how they are doing. If things are great sing their praises; if things aren’t great let them know. No one likes surprises and or wants to have to guess. Feedback is an ongoing activity not just a once a year activity that occurs with annual reviews or when there are complaints.
You may not be able to tell your employees everything but be as honest and transparent as you can and if you can’t share information let them know why. Why goes a long way.
Going hand in hand with honesty you need to be a communicator and able to provide feedback, information and direction. Employees want to know what is going on, what is coming up, what to expect and what is expected of them. Information is everything and no one wants to feel like they are in the dark.
Obviously you have to be committed to the business and organizations goals but it doesn’t end there; you have to be committed to your team and people individually.
You have to set the direction for your team and be committed to it while balancing the goals of the organization and aspirations of your team members all while being committed to helping them achieve them.
The workplace can easily become negative. Remember we spend more time with the people we work with than our own family so there is bound to be some strife. Work can also be hard, that is why it is called work.
Deadlines, demands and sheer volume will take its toll. You need to remember that your employees are people; they have lives outside of the office and no matter how we all try to separate the two, when things are hard in our personal lives it makes it hard in our professional life as well. Try to know and understand what your employees are faced with and potentially going through.
The key is to be able to take a positive approach to working through things and not letting negativity permeate the workplace.
Employees want you to be confident; even if you don’t feel confident you need to project confidence. Knowing that the person at the helm can steer the ship or at least believes they can, instills confidence in the crew. Everyone knows leaders don’t have all the answers and can’t solve all the problems but if they know you have the confidence to try and find the answers and help solve the problems it will instill confidence in them. This leads us to the last thing on my list.
We all want to be inspired but inspiration does not always come easy; a fire needs a spark. We all have to do those things that we would rather not do, but what makes that easier knowing you get to do the things you really enjoy.
Find out what your employee’s strengths are then leverage them. Also find out what their goals and aspirations are, encourage them and help them however you can. Take a genuine interest in them beyond just being their boss. No one wants to feel like they are just a means to an end.
Finally remember that your employees are always looking at the way you handle things and how you lead. Let your leadership be inspirational because you may be helping to create future leaders.
Image courtesy of stockimages at FreeDigitalPhotos.net
Employees Want Leaders To Be...
The demands on leaders can be many and they are often pulled in multiple directions at once. Having employees that work for you helps you to get things done and takes some of the burden off, but it also brings with it a great responsibility and new set of expectations and needs. Employees need things from their leaders and it is not just more work. Here are six thingsAnthony T. Eaton Articles
The Navy – it’s not just a job, it’s an adventure! Get technical training, see the world, earn educational benefits, and be part of the fight against global terrorism! These are just a few of the reasons people are motivated to join the Navy. The Navy experience varies from sailor to sailor causing some to leave the Navy after a few years and others to make it a career. After their duty station, the biggest influence on a sailor’s Navy experience is typically their leader and that person’s leadership style. Leadership styles in the Navy can be compared to a Clint Eastwood movie; The Good, the Bad, and the Ugly. Generally when a Sailor or Navy veteran is asked who their best leader was, it won’t take them much time to identify the good. Similarly, when ask who their worst Navy leader was, they can identify the bad almost immediately. Then there are those sailors who have experienced the ugly Navy leader. These are sailor’s who have survived bosses whose leadership styles are so toxic, the leader is often relieved from their position.
What leads to these people in authority to act the way they do, whether good, bad, or ugly? It has been suggested that a leaders inner motives, combined with their competencies, drives leadership style. The leader chooses their leadership style to help them best achieve their motives. This article explores what motivates one subsection of the military, naval leaders, and how that motivation influences the specific leadership style or styles they use.
Honor, Courage, and Commitment
All sailors are required to know and expected to live the Navy’s Core Values of “Honor, Courage, and Commitment.” Honor requires truthfulness, honesty, integrity, respect for others, knowing right from wrong, and acting in an ethical manner. Courage is the personal and moral fortitude to do what is right whether facing anything from enemy fire to a temptation. Commitment means staying the course regarding the oath to ‘defend and protect,’ personal behavior, technical skills, and respect for others. The core values give all sailors the fortitude to fulfill their duty to their followers and their country.
These core values were not arbitrarily arrived at. Being honest was rated the top characteristic of admired leaders in repeated studies. Even though the studies were conducted with non-military personnel, courage was also ranked high. These values drive commitment and without commitment, a leader’s credibility diminishes.
Navy Leadership Training
The Navy has long recognized that leadership styles and skill levels have an impact on mission accomplishment, retention, and morale. For years, the Navy has had the Naval Leadership Continuum which provides career-long leadership training from E-4 to the flag officer level. The top three leaders of any Navy command are expected to attend leadership training at the commanding officer, executive officer, or command master chief level as appropriate. Navy leadership training is not only for senior leaders but is also targeted at far more junior personnel. Navy leadership training has such a good reputation Forbes magazine reported that many of the top corporations in the nation have studied it “…to see what they can learn and adapt from the Navy, to weave into their own cultures of leadership learning and development.”
Sounds good, right? Despite the majority of Navy leaders who uphold the highest traditions of our nation, other Navy leaders continue to make headlines for leadership failures. Regrettably, these incidents greatly damage the leader’s career and normally reflect poorly on his or her family, service, and country. What motivates these leaders to stray from the sound leadership principles which they have been taught? And can their leadership style predict hidden motivations?
In reality, it is difficult to know what truly motivates an individual, but with most leaders there are indications of what motivates them. Going back to Clint Eastwood’s outline, let’s look at some well-known naval leaders, their leadership styles, and what may have motivated them.
While stationed on the Joint Staff in the Pentagon in the 1990s, I was fortunate enough to serve with two great naval leaders, General Peter Pace, USMC, and Admiral Vernon Clark, USN. At the time, they were both three-star flag officers and served in key positions on the staff. Both were strategic thinkers with stellar reputations as intelligent, honest, hard working, and selfless leaders who cared strongly not only for the mission but for their people. There was never a question that both men loved their country and were ready to do whatever needed to be done to get the mission accomplished. Their motivation was to serve not only their leaders and followers but their country and fellow countrymen.
Both of these gentlemen had similar leadership styles – a combination of servant leadership and transformational leadership. Servant leadership has been described as a style where the leader places others at the center instead of themselves and who view their task as serving others. A transformational leadership style is evident when the leader dismisses using their position or rank to get something done and “…instead attempts to motivate and mobilize followers by persuading them to take ownership of their roles in a more grand mission that is shared by all members of the organization.” There are some who would suggest these leadership styles are “touchy-feely” or not goal-oriented enough, but this is not the case. It should be noted that both these men were fiercely dedicated to the mission of national defense and their leadership style prompted others to emulate that dedication to the mission despite danger, family separation, low pay, and difficult living conditions. These two exemplary leaders each had 30+ years of service to their country. Through these years, there were countless examples of actions that personified the type of leader they were. An example from each helps to show their true colors.
Admiral Clark continued to excel after his tour on the Joint Staff and rose to become the Chief of Naval Operations (CNO), the Navy’s top position, in July 2000. A quick review of his CNO guidance to his leaders demonstrates his commitment to the mission and to his people.
Winning the Global War on Terrorism is our number one priority… Last year I told you I wanted every leader to be evaluated on two things, their commitment to the growth and development of their people and above all to mission accomplishment…I want each of you to understand that mission accomplishment means both warfighting effectiveness and resourcefulness. It has been said that great leaders do the right thing, and great managers do things right—we need to do both…People remain at the heart of all we do; they are capital assets in our Navy. We have invested heavily to do what is right for our people. As we look to the future, we will build on the impressive progress we have made in recruiting, assigning, and retaining our military and civilian professionals. "Growth and development" is our byline and I expect every leader to be deeply involved in developing their shipmates. Active leadership is making it happen today and will do so in 2003.
Admiral Clark didn’t just talk the leadership talk – he walked the walk. In January 2002, he traveled half way around the world to reenlist sailors onboard the USS Theodore Roosevelt. His words following the ceremony demonstrated his commitment to his sailors, “I came out here to look you in the eye, and tell you something that I couldn't tell you if I just sent you a message. I came out here to look at you and tell you that the American people are so proud of what you're doing.”
General Pace also was clear in what he thought was important – the sailors, soldiers, marines, and airmen that he led in the nation’s highest military position. In 2007, while serving as the Chairman, Joint Chiefs of Staff (CJCS), he was told that he would not be renominated for the CJCS position. Defense Secretary Robert M. Gates suggested to Pace that he voluntarily retire to reduce awkwardness with the Bush Administration. He refused. After a speech at the Joint Forces Staff College, he was asked why he did not voluntarily step down.
“I said I could not do it for one very fundamental reason, and that is that ‘Pfc. Pace’ in Baghdad should not think ever that his chairman, whoever that person is, could have stayed in the battle and voluntarily walked off the battlefield,” he said. Out of his sense of leadership, he could not even consider the idea, Pace said. Therefore, he did not submit his retirement papers until after it became publicly known that he was not going to be renominated. “The other piece for me personally was that some 40 years ago I left some guys on the battlefield in Vietnam who lost their lives following Second Lieutenant Pace,” he said. “I promised myself then that I will serve this country until I was no longer needed. I need to be told that I’m done. I’ve been told I’m done.”
Both Clark and Pace were motivated by love for country, their countrymen, and those they led. Their leadership styles clearly reflected and promoted achievement of their motives.
Not all successful military officers are necessarily good leaders. Most career officers have seen leaders “that eat their young” and wondered how it happens when a poor leader gets promoted or put into a position of power. Retired Green Beret Lt. Col. Mark Johnson noted, “Anyone can try to impress and fool the boss and peers and actually be successful doing it…But the true test, the true mark of your respect and character comes from below, not above.” What motivates this negative type of leadership style could range from anything from insecurity to over-confidence. An interesting case is that of Admiral Earnest J. King, who some consider one of the greatest Naval heroes of the 20th century.
Admiral King served as both the Commander in Chief and the Chief of Naval Operations in World War II. He was an extraordinarily intelligent risk-taker who quickly climbed the ranks after graduation from the U.S. Naval Academy. In a biography of King, Thomas Buell noted his primary motivation, “King had but one aim in his life during his first forty years of naval service; to become the Chief of Naval Operations…He made no secret of it. He would tell anyone who would listen…”
As his primary motivation was self-interest, it is not surprising to find that many subordinates found his leadership style abrasive and uncompromising. As the Navy Commander in Chief, King worked his staff to the point where there were illnesses including heart attacks and even a suicide. One officer who worked for King reported he did not tolerate errors and that “Censure was swift, devastating, and before a cloud of witnesses.” Another officer noted that filled rooms would clear out when he entered, “No one seemed to want to be where King was.”
Admiral King was an extraordinarily successful naval officer who contributed to the Navy mission, but his brusque leadership style was clearly not appreciated by his Sailors. It is interesting to ponder if King’s abrasive leadership style would have been tolerated in today’s environment where command climate is a consideration. As King’s motivation to become Chief of Naval Operations was so strong, today he may have very well adapted his leadership style into something more acceptable.
It is disturbing that 39 senior Navy leaders were relieved for professional or personal incidents or indiscretions in 2011. Equally concerning is so far in 2012, 26 senior Navy leaders have been fired. Sexual harassment, hazing, drunk driving, adultery, incompetence, inappropriate relationships, cruelty, and maltreatment are some of the behaviors that these leaders were fired for. It is unlikely that these leaders intentionally wanted to end their careers in disgrace. What was their motivation for this poor leadership behavior? Each of these leaders was required to go through leadership training before they took their positions – training that reinforced that any of these behaviors would most likely lead to dismissal for cause. Training that also highlighted the difficult spot that this type of dismissal put their family, their command, their Navy, and their country in.
Possible motives were personal gain, sexual gratification, and a quest for power. Other contributors included stupidity and poor judgment. These motivations contrast sharply against motivations such as service to country, service to fellow service members, and mission accomplishment. When a leader is committed and motivated to their mission and their people, they intentionally avoid situations that encourage or facilitate poor decision making.
Although less than one percent of commanding officers are relieved each year, it would be wise to remember these are only the ones who were caught and reported. How many sailors are out there trying to hold on and waiting for a transfer date for their boss or themselves? Besides the personal embarrassment to the leader and the Navy, there are significant costs to the taxpayer for these leadership failures. One of the primary symptoms of dysfunctional leadership behavior is lower productivity due to low morale. Gallup estimates it can cost an organization approximately 1/3 of its payroll cost. Additionally, retention can be negatively affected resulting in increased costs for the Navy. Then there is the obvious cost of having to find and train qualified reliefs for those who are dismissed.
One solution may be to go through these cases and analyze what were the motives of the leader that prompted the incident or incidents that ended their careers? When we understand one’s motives, we can better understand their behavior. And could an analysis of leadership styles help to predict poor behavior? If so, who would be best to conduct an analysis of leadership styles?
A study on destructive leadership behavior in the Swedish military was recently completed which could have bearing on this problem. The study provided a survey to subordinates of military leaders and asked them to answer “How well do the following statements fit with regard to your immediate supervisor/commander?” Twenty statements were rated including: uses threats to get their way, has violent tendencies, put’s own needs ahead of the group, gives unclear instructions, etc. The survey could be completed in a short time and the results proved statistically reliable. This instrument also fits nicely into a 360-degree evaluation. Although some officers and senior enlisted would be threatened by a system such as this, those leaders who have the right motives and right leadership styles should welcome one. As Lt. Col. Mark Johnson noted it is easy to trick your leaders and peers into thinking you are a great leader. It is not so easy to trick your subordinates – our service members are smart and know a good leader when they see one.
Personal motivations do impact leadership styles for the simple reason that in order to get what they want people naturally adopt those characteristics that will help them achieve their goal. When motivations fall outside of the Navy’s core values of Honor, Courage, and Commitment, leadership styles also fall outside of the acceptable boundaries the Navy has tried to instill not only through its leadership training but culture as well.
About the author:
Captain Jeanne McDonnell (ret.) served in the U.S. Navy for 25 years. Command assignments included Naval Support Activity Norfolk, Naval Administrative Command, and Transient Personnel Unit Norfolk. She also served in the Pentagon on the Joint Staff and Navy Staff. Jeanne has a Masters Degree in Education from Old Dominion University and another in Military Studies from U.S. Marine Corps University. She is currently pursuing a doctorate in Strategic Leadership at Regent University.
This material is copyright protected. No part of this document may be reproduced, in any form or by any means without permission from weLEAD Incorporated. Copyright waiver may be acquired from the weLEAD website.
 Brusman, Maynard. "Emotionally Intelligent Leadership Styles - Leaders Inner Motivations." EzineArticles. N.p., n.d. Web. 29 Aug 2012.
 Harmon, C. "The US Navy Core Values - Honor, Courage and Commitment." EzineArticles. n.d. n. page. Web. 24 Aug. 2012.
 Kouzes, J. and Posner, B. (2010). The truth about leadership. San Francisco, CA: Jossey-Bass.
 Saslow, S. "Inside The U.S. Navy’s Leadership School." Forbes Magazine. 27 04 1210: n. page. Web. 25 Aug. 2012.
 Kouzes, J. and Posner, B. The Truth about Leadership. San Francisco, CA: Jossey-Bass, 2010. 138. Print.
 Phillips, Donald. Lincoln on Leadership. New York, NY: Business Plus, 1992. 172. Print.
 Clark, Vernon. "CNO Guidance for 2003." Global Security. Global Security, 24 January 2003. Web. 25 Aug 2012.
 Clark, Vernon. United States. U.S. Navy . All Hands Call aboard USS Theodore Roosevelt (CVN 71). 2002. Web. <http://www.navy.mil/navydata/cno/clark/speeches/clark-tr020115.txt>.
 Garamone, Jim. "Pace Pledges His Best Through End of Term." American Forces Press Service [Norfolk, VA] 15 June 2007, n. pag. Web. 25 Aug. 2012.
 Johnson, Mark. Lessons in Leadership: Straight Talk from a Green Beret. Dallas, TX: Brown Books Publishing Company, 2005. 111. Print.
 Buell, Thomas. Master of Sea Power. Boston, MA: Little, Brown and Company, 1980. xx. Print.
 Ibid., pg 91.
 Ibid., pg 232.
 "Commanding officer, XO and senior enlisted firings." Navy Times [Springfield, VA] 3 July 2012, Web. 22 Aug. 2012. <http://www.navytimes.com/news/2012/07/navy-2012-co-xo-cmc-firings-list/>.
 Tavanti, Marco. "Managing Toxic Leaders: Dysfunctional Patterns." BEPRESS.Com. DePaul University, Jun 2011. Web. 26 Aug 2012.
 Gerry Larsson, Maria Fors Brandebo, Sofia Nilsson, (2012),"Destrudo-L: Development of a short scale designed to measure destructive leadership behaviours in a military context," Leadership & Organization Development Journal, Vol.33 Iss: 4 pp. 383 - 400
 Johnson, Mark. Lessons in Leadership: Straight Talk from a Green Beret. Dallas, TX: Brown Books Publishing Company, 2005. 111. Print.
What Motivates Navy Leaders? The Good, the Bad, and the Ugly
The Navy – it’s not just a job, it’s an adventure! Get technical training, see the world, earn educational benefits, and be part of the fight against global terrorism! These are just a few of the reasons people are motivated to join the Navy. The Navy experience varies from sailor to sailor causing some to leave the Navy after a few years and others to make it a career. After their duty sJeanne M. McDonnell Articles
Think about Oz and the love you may have for the 1939 movie or the 1900 book portraying the story of the Wizard of Oz. Or, you may have read one or more of the thirteen Oz sequels written by L. Frank Baum (1856-1919). But, few realize that there are a set of lessons for developing leadership abilities based on the story’s content and the history, life, and times of the story’s creative and entrepreneurial author—a man who served in roles as actor, breeder of rare chickens, director, gardener, lyricist, merchant, movie producer, philatelist, photographer, playwright, printer and newspaper publisher, salesman, theater manager, window dresser, and, of course, celebrated author. Enter The Way of Oz: A Guide for Wisdom, Heart, and Courage and its roadmap for leadership development and travels down the yellow brick road of life.
Now, imagine the characters of Oz bearing special symbolism for learning, loving, serving, focusing on the future, and humility. You might imagine the associations: the Scarecrow for wisdom and learning, the Tin Woodman for heart or loving, the Cowardly Lion for courage and service, Dorothy for leadership and a focus on the future, and the Wizard for humility and related virtues. For the purposes of this short essay let’s focus on Dorothy and her character as a metaphor for a future focus and leadership. At end we’ll see how a focus on the future and leadership are tied inextricably to the characteristics imbedded of the other major players of the Wizard of Oz masterpiece.
Dorothy in The Way of Oz is the leadership person—the character with a focus on the future—the character who brings out the best in others through understanding, heart and her own courage—all cast in a spirit of kindness and service. And, with Dorothy’s savvy about personal and institutional planning, diversity, sustainability, scientific and political understanding, and personal responsibility—she is a character who makes significant differences in the lives of others—men, women and creatures alike! Dorothy in The Way of Oz also knows how to detect and deter life’s wicked witches, both of the internal (e.g., self-doubt, imposter syndrome) and external (e.g., aggressive, manipulative and envious co-workers, friends or family members) varieties.
Through The Way of Oz, we learn about Dorothy’s approach to personal planning, involving integrated learning and scholarship, personal environmental scanning, selective volunteerism—all while drawing on the wisdom of teachers and mentors, and connecting learning and wisdom through caring and service.
The 21st Century Dorothy also understands institutional strategic planning and its components: vision, mission, environmental context, goals and objectives (directed through implementation strategies and articulated challenges), group oversight and shared understanding, and benchmarking integrated with periodic reporting and results-driven revisions of plans.
In The Way of Oz, Dorothy accentuates the best in colleagues and institutions through her understanding of the mosaic model of diversity and the importance of science and political insight for developing policy and actions related to sustainability. She is also wise in her comprehension of secular democracies and their power to serve our worldwide community.
On the “personal responsibility front,” Dorothy of The Way of Oz is empowered by determination, persistence, priority consciousness, critical thinking, and complex reasoning—all with ethics in the lead. She is also able to manage life’s time—systematically and sensibly.
Our modern Dorothy’s focus on the future is powerful because it is cast through an archetypal story written by a man who, despite his foibles and frailties, knew how to relate to others in unique ways. In other words, Frank Baum made a difference and The Way of Oz can make a difference in many peoples’ lives—particularly in the area of leadership development.
Thus, the Way of Oz approach to leading, involving personal planning, integrated learning and scholarship, personal environmental scanning, and selective volunteerism, fortified by organizational strategic planning, an understanding of diversity, science and political insight to guide decisions about sustainability, and personal responsibility—all with ethics in lead—prepares one for a life of personal and professional fulfillment. These elements of the Way of Oz and the new book of the same name—enriched by the creative graphics of Dusty Higgins and video content portraying leadership roles of students, faculty, and staff in universities as one segment of society—can make a significant difference in lives of seekers and future leaders of our world community. Many have found—in these thoughts—the true magic of The Way of Oz. Consider joining us!
Below are the main characters in The Way of Oz as conceived by Dusty Higgins. See if you can identify them all?
About the author:
Robert V. Smith serves as Provost and Senior Vice President at Texas Tech University (TTU). He has oversight responsibility for fourteen colleges and schools, along with the libraries and several other academically related units and programs.
He is the author or co-author of more than 320 articles and nine books. The Way of Oz: A Guide to Wisdom, Heart, and Courage (Texas Tech University Press, 2012) is available in hard cover, paperback, and electronic versions in all electronic formats. You can find out more about Robert Smith and his book at http://www.thewayofoz.com/index.htm
This material is copyright protected. No part of this document may be reproduced, in any form or by any means without permission from weLEAD Incorporated. Copyright waiver may be acquired from the weLEAD website.
Leadership Through the Way of OZ
Think about Oz and the love you may have for the 1939 movie or the 1900 book portraying the story of the Wizard of Oz. Or, you may have read one or more of the thirteen Oz sequels written by L. Frank Baum (1856-1919). But, few realize that there are a set of lessons for developing leadership abilities based on the story’s content and the history, life, and times of the story’s creativeRobert V. Smith Articles
If you ask any historian to name the greatest leaders in western civilization, there's a good chance the 16th president of the United States will make the list. He willed his country to victory in the gut-wrenching Civil War, issued the Emancipation Proclamation and facilitated the eventual ratification of the 13th Amendment, abolishing slavery.
A number of traits contributed to Abraham Lincoln's greatness. He possessed a brilliant intellect. He had an uncommon amount of common sense. He was a thinker, someone who philosophically examined the world and crafted a rationalized set of personal beliefs by which he steadfastly lived.
While he was blessed with many talents, Lincoln's greatest attribute may have been his ability to communicate. He was a skilled orator who eloquently wrote many of his own speeches. He listened sincerely when others spoke. He empathized. He mastered the art of interpersonal communications several decades before the term "interpersonal communications" was coined.
It wouldn't be a stretch to credit Lincoln as one of history's greatest communicators. But of all the communications techniques he so successfully employed, there was one where he especially shone.
Abraham Lincoln was a remarkable storyteller.
Lincoln succeeded under some of the most difficult leadership conditions any U.S. president has had to face. To communicate is such times, he often resorted to stories. Instead of berating the incompetent generals who blundered in the Civil War's early battles, Lincoln educated and motivated them by using stories. To smooth over ruffled political feathers with members of Congress, Lincoln would pull out a story and use it to establish common ground.
Among history's eminent leaders, however, Lincoln was not unique in his reliance upon stories. Political leaders throughout the ages have moved the masses by using stories to communicate their political platforms. In modern days, big-time CEOs use storytelling to mobilize international staffs in the quest for billions of dollars of profit. Jesus Christ himself used parables and story-based lessons to enlighten his disciples.
Indeed, stories pack a punch. They're powerful. They paint pictures. They work, because our human brains are conditioned to listen to and be receptive to stories. Long before the written word, and long before Gutenberg invented the printing press, people used stories to communicate histories and traditions as well as norms and expectations. In other words, our ancestors sat around the fire every night and told stories. The propensity to tell and listen to stories is essentially a part of our DNA.
So, if people are so receptive to storytelling, you and I would be foolish not to use stories in our work. Good storytellers tend to be effective leaders and successful salespersons. If you manage people, teach them and motivate them by conveying important information through stories. If you sell products and services, use a story to paint a picture in your prospect's mind. By making the product or service part of a story, prospective clients mentally project themselves into the story. Once someone makes that kind of psychological commitment, they're much more likely to buy.
Let's say we asked the same prospective client to sit through two sales presentations for competing products. Both salespersons touched on features and benefits. Salesperson One was very straightforward and focused on delivering factual content. Salesperson Two was accurate but explained the features and benefits using stories. A couple of the stories were about previous clients who enjoyed positive results from using the product. I guarantee the second salesperson has a higher likelihood of landing the client.
One of the most important skills in sales is the ability to overcome objections. Well, if you get an objection, tell a story to keep the deal alive. Are you ready to deliver your close? Make it more desirable by couching it inside a story. Has the process become mired? Advance it by telling a story.
Whether you are managing a staff, selling a service, delivering a speech, trying to persuade voters to elect you or attempting to resolve a conflict between two of your colleagues, make it easier by spinning a yarn. Stories reassure people and disarm them.
As you make a commitment to including more stories in your daily work, keep a couple things in mind:
1. Stories must be relative to the situation at hand.
2. Know when to shut up. If a story goes on too long, it loses its effectiveness
3. Think about the work you do and determine what kinds of stories could be effective in certain situations.
4. Catalog stories in your mind. Look back on your own experiences as well as the experiences of your colleagues. Make a list of stories to have at your disposal, so you can use them whenever it's expedient.
Every product, service, business and person has a story, probably multiple stories. The trick is to pull out these stories and use them to your benefit at the appropriate times. After all, if President Lincoln used stories to save a country, we would be wise to use them to save our businesses and careers.
About the author:
Jeff Beals is an award-winning author, who helps professionals do more business and have a greater impact on the world through effective sales, marketing and personal branding techniques.You can learn more and follow his "Business Motivation Blog" at www.JeffBeals.com
This material is copyright protected. No part of this document may be reproduced, in any form or by any means without permission from weLEAD Incorporated. Copyright waiver may be acquired from the weLEAD website.
A Powerful Sales Technique Courtesy of Honest Abe
If you ask any historian to name the greatest leaders in western civilization, there's a good chance the 16th president of the United States will make the list. He willed his country to victory in the gut-wrenching Civil War, issued the Emancipation Proclamation and facilitated the eventual ratification of the 13th Amendment, abolishing slavery. A number of traJeff Beals Articles
- Employee engagement
- Employee motivation
- Leadership Development
- Leadership Principles
- Leadership Styles
- Leadership Tips
- Management development
- Organizational Culture
- Organizational Design
- Organizational leadership
- Personal leadership
- Sales Techniques
- Servant leadership
- Transformational leadership
- Workplace Challenges