Rethinking Leadership

Citation

Chapman, M. (2002), "Rethinking Leadership", Leadership & Organization Development Journal, Vol. 23 No. 2, pp. 104-106. https://doi.org/10.1108/lodj.2002.23.2.104.3

Passion, emotion, love and spirit are hardly words that readily spring to mind when one thinks of the leadership behaviours that proliferate global corporations. However, these writers propose that, in an age of chaos, complexity and constant change, the only means of organisational survival and success in the postmodern age is to recognise that leadership begins from within – as a vocation and energising force. The fundamental principle that underpins the text is encapsulated in the sentence that begins and ends the book, “we believe that fundamental to the exercise of leadership is (self‐) awareness.”

Searching for a way in which to define leadership could be likened to the proverbial search for the holy grail, so one would think it brave of these writers to attempt to redefine a concept that is itself contentious. However, the book does reflect much of what is emerging in the literature, that is that the changing nature of the work and shape of organisations is far too complex for leadership to be the preserve of a single individual. Leadership, these writers propose, is more about communication, collaboration, relationships and process than a set of personality traits or predetermined capabilities. It is, they observe, as much about followership and service as leadership.

In an age of “spin” the writers could be criticised for attempting to cram too much in too little space. The book is A5 in size and consists of only 139 pages, in which they cover a great deal of material. Nevertheless the book is an enjoyable read. The writers do well to support their argument for rethinking leadership by drawing on the “new sciences” (“quantum theory is the new lens for observing the process of leadership”, p. 33) and by providing the reader with an insightful “Cook’s Tour” of some of the key themes that are signalling an emerging paradigm. What is also interesting is that the text is a collaboration between a US and two South African writers, and the reader is treated to some useful reflections on the similarities and differences between these two cultures and the changes needed (and taking place) in a post‐Apartheid era.

In reading the book, however, do not expect a high level of critique. For me, the text is more descriptive than evaluative. The authors revisit some age‐old concepts such as organizational learning, transformational leadership, the psychological contract and notions such as vision, values and strategy, without necessarily adding something new in their brief discussion. For me, where the book does add value is in bringing together these existing ideas with emerging concepts such as emotional intelligence, spiritual intelligence and servant‐leadership and by fundamentally arguing that there is a need for new metaphors, based on holistic thinking and by bringing together Eastern and Western philosophies to rethink what leadership means in the New Millennium.

Paradoxically, whilst the authors suggest that there is no “one best way” to lead, nevertheless in exploring what they see as the key themes in the literature in nine brief chapters, they do assert a view of leadership that is “a way of being” and prescribe a set of “metaskills” – fundamental which is the need for individuals to “journey inside and understand the dynamic forces that shape who we are and how we handle the exercise of power” and to recognise that “our view of reality is only a view, not reality itself” (p. 12).

At the very heart of the text these writers suggest that leadership is not something that can be thrust upon individuals but has to be driven from somewhere within and use convincing evidence to do so. Leadership, demands “en‐theos” – “the God within that guides us to where we want to be, the absolute faith that what we want is possible” (p. 18). Whether you subscribe to this philosophy or not, Rethinking Leadership is one of many emerging texts to suggest that organizational development is dependent on personal development and that, to survive, organisations need people at all levels to truly engage their heart, mind and soul.