Although audience numbers have dwindled per blog since starting, got two different requests to blog on Leadership. Interesting series of papers by Alban-Metcalfe sent by a MSc hopeful clarifies some pertintent issues and quite interesting to relate to the Guyana situation.
So, as common with students today, I shall engage on wholesale tiefing of ideas to summarise the five main stages of Leadership:
1 (circa 1930's) - 'The great man' stage
2 (circa 1950's) - managerial and later leadership competencies, then behavioural theories arising.
3 Situational and contingency models
4 (circa 1970/80) - defining organisational reality
5 (now-ish) - engaging leadership
Several things stand out-- 'that being competent is necessary but not sufficient for Leadership'; 'also the possession of certain qualities and values is necessary, but not sufficient, for achieving success. If a leader is to be successful, they must learn to use their personal qualities and other attributes in certain ways, and to apply their values.'
A fine balance needs to be had between being competent at achieving goals and engaging/motivating the rest of the staff to foster a strong 'team spirit' for the betterment of the Organisation as you may have someone who shows great concern for others, and creates a supportive environment in which all staff are valued, but is unable to deliver what is required of them in terms of achieving goals or meeting agreed targets on time. Such a person’s style of leadership is highly engaging, but they show a low level of competency as a leader.
Coincidentally I was half-asleep when an episode of the Mahabharata was showing on TV and it was at the part when Krishna was explaining the Gita and explained that a self-realised Man would do the right thing without looking for personal gain-- which approximates to Plato's Philosopher-King who would stand apart and do 'the right thing'. Sadly for Guyana none such exist!
So, as common with students today, I shall engage on wholesale tiefing of ideas to summarise the five main stages of Leadership:
1 (circa 1930's) - 'The great man' stage
2 (circa 1950's) - managerial and later leadership competencies, then behavioural theories arising.
3 Situational and contingency models
4 (circa 1970/80) - defining organisational reality
5 (now-ish) - engaging leadership
Several things stand out-- 'that being competent is necessary but not sufficient for Leadership'; 'also the possession of certain qualities and values is necessary, but not sufficient, for achieving success. If a leader is to be successful, they must learn to use their personal qualities and other attributes in certain ways, and to apply their values.'
A fine balance needs to be had between being competent at achieving goals and engaging/motivating the rest of the staff to foster a strong 'team spirit' for the betterment of the Organisation as you may have someone who shows great concern for others, and creates a supportive environment in which all staff are valued, but is unable to deliver what is required of them in terms of achieving goals or meeting agreed targets on time. Such a person’s style of leadership is highly engaging, but they show a low level of competency as a leader.
Coincidentally I was half-asleep when an episode of the Mahabharata was showing on TV and it was at the part when Krishna was explaining the Gita and explained that a self-realised Man would do the right thing without looking for personal gain-- which approximates to Plato's Philosopher-King who would stand apart and do 'the right thing'. Sadly for Guyana none such exist!
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