What do people mean by leadership? Most employees are not looking for a leader like Gandhi or Churchill. For the most part, they just want someone who will help them be successful without a lot of pain. Unfortunately, what they usually get is someone who gets a lot of things done, but who does not help individuals, teams, and the whole-organization learn.
A hierarchical, command-and-control leadership style is still predominant in all types of organizations regardless of organizational values and mission. Rummler and Brache contend that it is effective in certain situations, but when it comes to organizational learning, it is usually a barrier. This style closes off vital input from the various parts of the organization as well as from outside. Hierarchical leaders put energy into maintaining the lines of authority and communication represented by the organizational chart, and do not generally seek and use information from inside and outside of their functional area.
The “command and control” leadership style was effective at a time when stability was valued more than change, loyalty valued more than quality, similarities valued more than differences, and individuality valued more than teamwork. It has dominated management behavior since the Industrial Revolution, and still dominates management today. However, it’s a new workplace out there, and what is needed, particularly for organizational learning, is a different kind of leader.
For leadership to make a difference in organizational learning, it must be linked to the outcomes that the particular organization needs for success. These outcomes are specific performance improvements of the individual, the team, or the organization. This conceptual link between leadership and results for the organization should be made apparent to all stakeholders. These questions will help you make this link between leadership and results:
CRITICAL LEADERSHIP QUESTIONS
Ask yourself and others the following five basic questions. The order of these questions is critical.
1. What are the long-term outcomes that will indicate that the organization is successful? (Businesses often express this in terms of profit, market share, and return to stockholders; nonprofits express this in terms of revenue, community needs that are being met, and the number of participants.)
2. What are the short-term business objectives that will lead to these long-term outcomes? (Businesses often express this in terms of reduced costs, quality, and safety; nonprofits often express this in terms of reputation, community access, and customer satisfaction.)
3. What work processes need to be improved to achieve these business objectives?
4. What are the critical job tasks that leaders in this organization must do to improve these work processes?
5. What knowledge, skills, and attitudes do leaders in this organization need to perform these critical job tasks?
WHAT IS LEADERSHIP FOR ORGANIZATIONAL LEARNING?
“…We suggest that leadership that is developed at the upper end is considered more transformational. Such leadership would involve establishing one’s beliefs and values and being consistent with them; determining a course for change in the future and articulating it as a vision; stimulating co-workers and oneself to challenge traditional ways of thinking; and developing oneself and others to the highest levels of potential.” (Kellogg Leadership Studies Project, Transformational Leadership Working Papers, October 1997)
“Leaders are truly transformational when they increase awareness of what is right, good, important, and beautiful; when they help to elevate followers’ needs for achievement and self-actualization; when they foster in followers higher moral maturity; and when they move followers to go beyond their self-interests for the good of their group, organization, or society.” (Bernard M. Bass, The Ethics of Transformational Leadership )
“All effective leaders … know four simple things: 1. The only definition of a leader is someone who has followers. Some people are thinkers. Some are prophets. Both roles are important and badly needed. But without followers, there can be no leaders. 2. An effective leader is not someone who is loved or admired. He or she is someone whose followers do the right things. Popularity is not leadership. Results are. 3. Leaders are highly visible. They therefore set examples. 4. Leadership is not rank, privileges, titles, or money. It is responsibility.” (Peter F. Drucker, The Leader of the Future, 1996, p. xii)
“Leadership is about creating, day by day, a domain in which we and those around us continually deepen our understanding of reality and are able to participate in shaping the future. This, then, is the deeper territory of leadership—collectively listening to what is wanting to emerge in the world, and then having the courage to do what is required.” (Joseph Jaworski, Synchronicity, 1996, p. 182)
FedEx looks for the following nine personal characteristics in its leaders:
1. Charisma: Instills faith, respect, and trust. Conveys a strong sense of mission.
2. Individual Consideration: Coaches, advises, and teaches people who need it.
3. Intellectual Stimulation: Gets others to use reasoning and evidence, rather than unsupported opinion.
4. Courage: Willing to stand up for ideas, even if they are unpopular.
5. Dependability: Follows through and keeps commitments.
6. Flexibility: Functions effectively in changing environments. Changes course when the situation warrants it.
7. Integrity: Does what is morally and ethically right.
8. Judgment: Reaches sound and objective evaluations of alternative courses of action through logic, analysis, and comparison.
9. Respect for Others: Honors and does not belittle the opinions or work of other people, regardless of their status or position.
These are also the characteristics of a leader who facilitates organizational learning.