Lessons in Leadership – What not to do!
|
 |
Sunday, 29 June 08 - 10:19 AM (GMT +11:00) By Tri-yuga das in Leadership |
| ||
The other day I heard of an incident in which some devotees were having a meeting to organise an expansion of operations.
.
One party, the junior, was saying to the senior:
“Yes, I am willing to cooperate”.
.
The senior responded by saying:
“Well, actually, you have no choice, for I am the appointed authority here”.
Now, if you ask me that is an exceedingly foolish thing for a leader to say for several reasons:
Firstly, considering the junior devotee had already asserted that he was willing to cooperate, what could be the reason for coming out with a statement that communicates:
“Your willing cooperation is irrelevant. Even if you did not willingly obey me, I can force your cooperation by recourse to the positional hierarchy structure that envelopes you. You are essentially powerless to resist”
???
The only reason to make such a statement, especially when one has already secured cooperation, would be to exult in a sense of power by asserting ones positional superiority. This exultation in having power over others is quite unbecoming and even spiritually un-healthy.
Secondly, in a voluntary scenario, and especially in the modern world where authoritarian leadership styles are not popular, the assertion of positional authority as a means of securing obedience quickly destroys the motivation of the follower. The spirit of voluntary and enthusiastic cooperation for a higher cause is replaced by a sense of oppression and powerlessness. The follower no longer feels inspired, on the contrary they feel imprisoned. In the context of such a feeling the seeds of rebellion easily sprout. And in the voluntary scenario, where the so-called leader has no actual binding power over the follower other than the follower’s allegiance to the cause, positional leadership styles are especially weak. Quickly such a leader will discover that the so-called followers exercise their voluntary status to voluntarily desert them!
J.C. Maxwell gives a very useful tool to understand how leadership naturally works. He calls it ‘Levels of Leadership’:
Level 1 (the lowest): Positional Leadership.
Here the followers follow because of the hierarchy structure. They perform their duty of following the leader because the organization requires it of them. They do what the have to, and no more. They act out of duty, not inspiration
Level 2: Relational Leadership.
On this level inspiration kicks in. The leader has a warm attitude toward the followers, and takes the time to be kind and establish at least a cordial relationship with them. The leader expresses warmth, empathy and understanding, and is careful to fan the flame of inspiration and not extinguish it. Here the followers ‘like’ the leader, and thus willingly follow.
Level 3: Results.
The leader is capable as well as likeable. By following the leader great results are being achieved. Inspiration is high.
Level 4: People Development.
Here the leader takes an interest in the personal development of the follower, and in the contexts of the relationship, helps the follower come to a higher level of effectiveness and personal fulfilment. At this level the inspiration of the follower matures into a deep sense of personal loyalty for their leader. Leadership becomes easy.
Level 5 (highest): Legendary Leadership.
Not only is the person a brilliant leader and developer of people, but also the cause that they embody deeply inspires the human spirit. Such a cause transcends the individual and calls upon a sense of purpose deeply inspiring to the followers. Srila Prabhupada was such a leader.
.
As a final point, we should recognise that in a voluntary organization (like ISKCON) where leaders have no power over their followers other than that which the followers voluntarily grant them, understanding the psychology of leadership is essential. It has long being recognised that in most cases, people don’t quit their jobs, they quit their leaders! Therefore, if leaders in volunteer organizations are to be effective in their leadership responsibilities, they MUST come AT LEAST to Level 2 on the leadership scale, and preferably to Level 4.
... More items are available in my News Archive
