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Icfai BooksrM An Introduction

lcfai Books is theinitiative thelcfaiUniversity of Press publish series books to of a management alliedareaswitha special in the areasof finance, and focuson areas.Thesebooksseek to provide, one place,a at emerging and frontier developments in view retrospective wellas a prospective of the contemporary as branches knowledge of on and with theenvironment, emphasis general specialized andapplications. and that in The articles organized a sequential logicalway makesreading are in This viewof thesubject. helps a continuous helps reader and the acquire holistic the strengthening understandingthesubject the better alsoenables readers and of to The is stretch thoughts their beyond content thebook. series designed meet the of of of research scholars, academicians students and the requirements executives, programs. lcfaiUniversi$ professional in The Press published 2000books has over For readers invited visit website: are to www.baks.iupindia.org this series. fulldetails, our
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The Icfai University Press

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"'W'e must bc thc change seeh thc uorld". in ue -Gandhi. The most oftcn cited personin thc literatureon leadership Mahatmr is Gandhi.rUThen dicd, Einsteinsaidofhim, "Generations comewili he to scarce believe that sucha one asthis wer in fleshand blood wdked upon this eanh."r \7hy do wc find this littlc man in a loincloth so inspiring as to bc the dominant examplcfor the world of business? with Gandhit As "search ruth," this book represcnts searchfor those univcrsal for my principlesthat characterize process the ofauthentic leading. As Gandhi pointed our to us,ro becffcctivcwe must livc an integrated liFe. Ifwe areto lead,we must live our lirrcs leaders. as I-cadingmusrbccome away of life that incorporates of its dirrcrse sometimcs dl and conflicting elemcnts.Gandhi, imperfect ashe may havebeen,rcpresents of the onc
I Richrd zlrttcnborough, prcd,., Gdhi (Hollywood: Cotunbie Picrurcr, 1982).

ry
bestexamples an integratedand purposefullife of leadingfrom this past of Nelson Mandela,Eleanor century.Martin Luther King, Jr.,MotherTeresa, Roosevelt, and His Holinessthe Dalai Lama funher illustrarethe guiding oftheseauthenticleaders? life. principleofan integrated \7trat arethe secrets timesachieve this individualsin extraordinary Can only a fewextraordinary leaderwill achieve level of leadershippotential?No! Not everyauthentic the impact or fameof these leaders, eachof them would tellyou that it but is purpose, not fame,that is important. Not all leadingmeetsour ideal.Still, we needa model that will enrich on and inspireus toward authe ntic leading.Based my our understanding I experience, study and research, developedthe following definition: a othersto collectiuely achieue shared uision of Authentic leading is engaging high moralpurpose t/te commongood. for the in The model of authenticleadingarticulated this book integrates or and transforming moral leadership, ofvisionary servant, bestelements The strengths of with inner synchroniciry. and enrichesthoseelements of eachelementhelp offsetthe weaknesses othersand providea balanced way of leadingthat is rich in textureand variery yet simplein designand by elegantin its integration.It includesthe principlesembraced servant as It and moral leadership. goesbeyondvisionaryleadership, that sryleof And it is elevated through the power is most often practiced. leadership of inner synchroniciry. my for Beginningwith thesefundamentals, search the way of authentic by leading began to emergeas a profile. This profile is represented a in the form of a temple. Sharedvision is at the top of the metaphor The four columns of temple, the blue sky dream we seekro achieve. communiry and guidancesupport the communication, relationships, for sharedvision and provide the process ensuringthat the blue sky hits the rhe road. that we are able to realize dream.Theseelementsreston a that is the sourceof one'smoral authoriry.The foundation of character as or inner sanctumis the inner synchroniciry inner congruence, well asa of This may include of and sense connectedness interrelatedness all things. a worldview of "the ulllrnxls"-that which provides for overarching certainryfor others. meaning and purposefor many,but is not an absolute

This bookis not an academic treatise intended to define and categorize leadershipinto a comprehensivetaxonomy that coversall potentialities that might be part of the phenomenon. Rather, it is intended as an integrated guide ro rhose crirical elements that point the way ro extraordinaryleadership-authentic leadzrship.Inconcept it is simple; in practiceit takesa lifetime of commitment and parience. The purpose of this book is ro increaseunderstanding, expand promore awakening, and provoke into action. The text PersPective, elaboratesupon each of the key elemenrs rhar consrirute the way of authentic leading. Eachelemenr addsrichnessand texrure ro rhe model. Howeveq since no texr can capture all of the subtle nuancesof complex ideas' the reader is invited to add to my expressions these truths. I of invite you to analyzeand then synthesizerheseideaswith your own ro enhanceyour personalpracticeof leading.

VI "Chapter l-Beyond Managing". The path beginswith a brief look of at how the process leadingextendsbeyond managing, a point of some confusion evenafter yearsof examination and debate.Authentic leading is defined as "engaging others to collectively achievea sharedvision of high moral purposefor the common good." Power Dilemma". Before moving further, it is important to differentiatepower-wielding from the process authentic of leading. Although leading does involve several forms of power, the distinction drawn in this chapteris fundamentd to correctunderstanding of authentic leading. Six traditional forms of power are introduced and defined. Two "new" forms of power are added in order to bemerexplain the forms of power usedby truly authentic leaders. "Chapter 3-Looking Back". This is a new chapter to this edition. It takes a look back at the development of leadershiptheories and understanding. From the "Great Man" to traits, behaviors,situations, contingencies and the rest,what havewe learne lVhat do we know that d? works or does not? And what are some areasfor which we still do not have answers? "Chapter 4-Three Newer Approaches to Leading". h seeking to understandauthenticleading,threesignificantmodelsofleadershipoffer significantinsights.First is uisionaryleadership, touchsrone the ofeffective leadership.seruant leadershipbeginswith an ethic of altruistic service. Moral (or transforming) leadershiptransformsboth leaderand followers through the pursuit of a higher moral purpose. "chapter 5-creating a sharedvision". At the top of the temple is sharedvision,the touchstone of authentic leading. It represent, iblrr. " skv" dream around which a sharedcommitment is built. Leading as a beginswith the lWherearewe going?'$7'hat question of purpose. f-'::'"" cause rsour o. p..po".t \zhat is our shared vision? 'Chapter 6-Cor "Chapter 2-The

pillars. fir* J;il: Th.

;iil'l"..JT.shared

uponfour vision resrs

"rves so much more

perhaps mosrcrirical the skill in l."d.tr-tip.',Tll',,..; Communicationis

VII than just excellent speaking abiliry. Listening, telling stories,dialogue, and symbolic, nonverbaland written forms ofcommunication areessendal in developinga sharedvision and in supporting the other componentsof to rhe leadershipprocess ensurechat the blue slry hits the road. "Chapter 7-Building Relationships with Followers". The second pillar is relationships.Achieving a sharedvision is a team processthat demandsstrong interpersonalskills to ensurethat the blue slcyhits the road. One cannot lead without followers, so building relationships is critical to authentic leading. In a team context, all relationshipsbecome role in building relationships, significant.Moral characterplaysan essential to the importance of trust in successful due authentic leading. "Chapter 8-Shaping a Supporting Organizational Community". The third pillar is communiry representinga specialform of organizarional culture in which the team becomesa synergizedwhole with extraordinary energy.Organizational communiry is a bond holding that culture together. It reflectsthe sharedvaluesand beliefsof leaders and followers in stories, metaphors,rituals, and celebrations. supporting communiry embodies A sharedpurpose,essential the blue slcyto hit the road. for "Chapter 9-Guiding Implementatiori'. The fourth pillar is guidance. Authentic leadershave a passionfor implementation, for achieving the vision. Guidance encompasses variery of tasksthat ensurethat the blue a slcyhits the road. It includes directing acenrion so asro keep rhe shared vision in the foreground. Leadersmust guide followers as rhey pursue that vision. As Common CausefounderJohn Gardner wrore, "Men and women must not only be stirred to enthusiasm for shared goals; rheir leaders must preparethem for the frustrationsof getting rhere."2 "Chapter lG-Character". The foundation ofauthentic leadingupon which these pillars rest derives from rhe moral character of the leader. Universal valuesrooted in religion and culture are critical to the processof authentic leading. Characrerdefinesthe moral authoriry of the leader,and providesa model for orhersto emulatebased upon a stablemoral foundation.
John Gardner W., On lzadership(New York: Free Press,1990),:r-xii.

VIII "Chapter I l-Inner Synchronicity''. At the core of the structure is the inner sanctumof the temple. Extraordinaryleaders, thosewho follow the path of authentic leading, have demonsrrated an inner senseof synchroniciry,a form of congruencewithin and interconnectedness with others and the universein which we live. For some, this may include a spiritual senseof "the ultimate." Business leaderstoday are increasingly finding that scienceand spirit, though often derided by secularsociery areindeed interrelated.Inner synchronicirydoesmake a difference. "Chapter l2-Formal vs. Informal Leading". To better illuminate the spirit of authendcleadingand the degree commitment required,this of chapterexploresthe nature of leadership itself.Forms of power associated wtthapositioz ofleadership, formal leadership, i.e. complicateunderstandings of the process leadingitself.Poweroften disguises of itselfasleadership, so forms ofpower must be distinguishedfrom the process ofauthentic leading. Examining the difference between the way formal and informal leaders lead,providesadditionalinsight into authenticleading. "Chapter I }-Charismd'. Charisma fascinates studentsof leadership, but is essentially attribution by followers,and not an innate characteristic an leaders.Much like the authoritarian use of power, the "dark side" of of charismacan corrupt the leadershipprocess. "Chapter l4-Reflective Thinking". Authentic leading requiresmore tharr "just doing it." Excellent leaders are also reflective, thoughtful individuals. Reflection is a sourceofvaluable insights for thosewho choose to engagein authentic leading. Reflectivethinking is closely linked to inner synchroniciry and a number of practices can be usedro srrengthen that sense the spirit. of and Cultural Diversity''. Gender and cultural diversiryare more than equal opportuniry or affirmativeaction. Diversiry is a sourceof creativiryand innovation. The spirit of leadershipthrives in a diverseenvironment. Diversity providesa valuablerichness and texture to life and to leading,when oriented around a principle-centered core.At the same time, there are differencesamong global cultures. Authentic "Chapter l5-Gender

x
to and differences ableto adaptin waysthat leaders sensitive these are hining the roadwithout compromisingtheir moral facilitatethe blueslcy or authoriry innerrynchronicity. moraliryhasbecome fronta "Chapter l6-Sorud Morality". Sexual for today. The obvious oftenobscured the is by burnerissue manyleaders \Whatis the natureof frenziedsearch scandal lurid details. for and mediat needin the contextof authendc leading? the privatelife of a Is rhisbasic How is this issue ofllimits, or is it fair game? relevant the process to leader ofleading? "Chapter l7-Personal Learning". I,eadingdoes not happen for are auromatically, leaders made,not born. Over time, individuals developthe knowledge,skills and attributes that help us provide Reading bookor attending seminar not enoughto learn leadership. a a is of It theprocess leading. is a lifelonglearning process. "Chapter l8-Leading as a \Vay of Life". The closing chapter synthesizes elements areas focusto inspirethe reader move key and of to ahead thejourneytowardauthenticleading. in This chapteris specifically intended a final inspirarion srir the reader acrion. as to ro Authendcleadingimpliesmorethan contextual leadership, morethan leadership a particular orgenization serring.It is a way of life, an in or expression a high degree congruence all rheelements one's of of in of life, as in the notableexampleof MaharmaGandhi. He exemplifiedthe challenge upon which this book is based, challenge d6 rn61s-f2s a ss - than we arc expected do. This book is writren wirh the hope more to that we will all, individuallyand collectively, hearhis call, and commit to a highermoral purpose the commongoodof all peoplefor all time. for Such acommitmentis needed levels atall ofindividualandorganizational lifc. It is ascriricalin business it is in religious, as rrongovernmenr"l "rrd profit organizations. demands passion do more, to be an agentof It a to change all ofhumaniry,not just for oneorganization. for Thereis room for each us to commit, to reallymakea difference, leave legacy. of to our

X
by This is the true joy in life, being usedfor a purposerecognizcd mighry one. I am of the opinion that my life belongs yourselfasa to the whole communiryand asI live, it is my privilege-to do for it whateverI can.Ufe is no brief candleto me, it is a sort of splendid torch which I've got hold of for the moment and I want to makeit burn asbrighdy aspossible beforchandingit to future generations. - GeorgeBernardShaw.

Ch*pfen O^u
BeyondManagrng
Managing is the eficiency of climbing the ladder; leading is ensuringthat the lad*r is leaning againstthe right wall. - PeterDrucker. is the process leading? of Many writersdraw a sharpdisrincdonberween ffitt", managingand leading even though they are related funcrions. Bennis and C"* Nanus in Lea*rs srate,"Managersare peoplewho do rhings righr and leadersare people who do the right thing."r Othersassert managing aboutthe status is rhat quo andleadingis about change; managingfocuses or a[ention on rhe means and leading on the ends. However, leading and managing are differenr processes are not bur mutuallyexclusive. In his classicbook oz Lea*rship, John Gardner arguesrhar leadershipis "the of Process persuasion example which an individud (or leadership or by team)induces a grouPto Pursueobjecdves held by rhe leaderor sharedby the leaderand his or her followers."2 lists nine tasksof leadership, He stating that communicarionand relationships inherentin thosetasks:I envisioning are shared for goals rhecommon ) good, 2) conrinuouslyaffirming and regeneraring values,3) motivating, 4) managing, achieving 5) workable uniry includingrrust,6) explaining reaching, and 7) servingas a symbol, 8) represenring rhe group, and 9) pursuing personaland ^_

warrcn u' Ecnnis and Burt Nanus, Lcadan: The Stratqics ofTh*ing Chargc (Ncw York: Harpcr & Row, 1985), 2l . Gadncr, Qn Lca&nhip, l.

AUTHENTIC LEADING: \rHERE THE BLUE SI(Y HITS THE ROAD "learningorganization' with Peter renewal. The lasrmskaccords Senge's organizadonal in TheFifib Discipline.t Learningstimulatesrenewal. Alrhough Gardnerincludesmanagement a part of leadership, as most aurhorsdo not. The tradidond firnctions of management planning, budgeting,organizing, are staffing,motivating,directingand controlling.The funcdonsofleadership, according to Bennisand Nanus,arecreatinga vision, articulatingthat vision (communication), This list closely building trust, empoweringothers, and engagingin self-renewal. parallelsGardner's,particularly in that many of his nine rasksare part of the communication functions of a leader. The differencebetweenmanagement and leadershipis describedin the classic ardcle "Managers and Leaders: AreThey Different?'byAbraham Tdrznik, formerly have 7-alanik argued that managers at the Harvard GraduateSchool of Business. "seek opporrunities impersonal out commitmentsto gods. On the other hand,leaders for change. .to alterhuman, economicand politicd relationships,"{while remaining . more separate from their environment. Managementis the process "planning, budgeting,organizingand controlling of some activity through the use of (more or less)scientific techniquesand formd leadershipis "the authoriry" accordingto Harvard Professor John Koner,5whereas (or groups)in somedirection through mosdy noncoercive process moving a group of means."Effectivc leadership"producesmovementin the long-term bestinterestsof the group(s)."6 kadership scholarJosephRost provideda detailed,critical analysis leadership of is theories,arguing that nearly dl leadershipresearch flawed in that it hasfailed to Most of the research and adequatelydifferentiate leadershipfrom management.T writing on leadership focusedon the natureof organizationdand taskstructures, has and reladonships leaders followers,including suchprocesses decisionand as benn'een making. Rost asserted that thesetheoriesmore accuratelydescribecomponentsof
] ' t 6 ' Pctcr M. Scngc, Thc Fifh Discipliac: Thc Art and l\acticc of thc Lcaming Otganirztion (Nry York: Doublcdey/ Currcncy,1990). Abnham TAcznik,"Man4crs and Ladcrs: Arc Thcy Differcnt?' flzmrd Buirc l9E8), 26. John P Kottcr, ThcLca&rhip Futor (Ncw York FrccPrcss, lbid.,5. JoscphRo*, Lcadmhipfor thc TbaqrFiro Cazrrry (Nm York Pracgcr,l99l). Rniru 15, (Mey-Junc 1977):67.

BEond Managing

focuson persons positions in It managemenr. shouldalsobe notedthat moststudies thus confusingleadership with issues power,which is the of of formal leadership, focusofthe next chaPter. GaryYukl,e and othersnote the function of influence in Rosr,8noted researcher leading. Leaders often influence followers.Nearly all definidons of of cheprocess However,influence include the word "influence"or somethinganalogous. leadership Managersalso influence their employees. Employees by itself is not leadership. and Influence and persuasion simply not enough are managers their peers. influence from management. to differentiateleadership leadership changed way leadership studied the was The theoryof uansformadonal Puliver prize-winning author James and applied. In his seminal book Leadership, the imperativeof the mord dimension of leadership. MacGregorBurns articulates "Leadership over human beingsis exercised *li.n p..rons with certain motivesand mobilize... institudonal, purposes politicd, prychological, otherresources asto and so arouse, engage, sadsfythe motivesof the followers."r0He goeson to disdnguish and berween rwo forms of leadership.Tianrartiona/ leadership occurs"when one person takesthe initiative in making contacrwith orhersfor the purposeof an exchange of valued chings [which]couldbeeconomic politicalor psychological narure."rr ... in or Ti"ansformingleadership occurs"when one or more persons engagewith othersin such a way that leaders and followersraiseone anotherto higher lsvelsof motivation and moraliry...and thus it hasa transforming effecton both."r2Clearly, transformational leadership distinct from managemenr. is BurnscitesGandhi asan exampleof a rransformationalleader. A Highcr Form ln Leadership,t3 former execuriveand now consulrant ro Forrune 100 companies f Keshavan Nair elaborates the principlesusedby Gandhi asa leader. on Severdsources, such as popular author Max De Pree's Leading without Power,t4have nored the
Rosr,Lcadcnhip thc TunryrFirx Croturl, lOZ. for Yukf, 'Managcrial l:adership: A Rsicw ofThcory and Rcscarch," -Gary JouraalofManagcmcnt15, no.2 (1989): 25r-289.
to tl tt t! la

Jamcs Bvns, Lcadoship M. (No york: Harpcr & Row, l97g), lg. I b i d . ,1 9 . Ibid., 20. Kehavan Nir' A Higha Standzrdof Lcadmhip:La:ore fom thc bji of Ganlhi (Sn Fmciso: Bcrrcn-Kochlcr, 1997). Mu Dc Prcc,LcadingWthott Pmr: Finlitg Hopein Scruing Conmtnity (SanFrancisco; t997). Jossey-Bass,

AUTHENTIC LEADING: \rHERE THE BLUE SKY HITS THE ROAD or Authentic importanceto leadingofsharedpurpose commongoodfor all concerned. are Thesecharacterisdcs not associated leadership providesmeaningand purpose. with management. Nevertheless, many people,evensomeexperts,seemto havelittle understanding of the differenceberweenleading and managing.Just look at the content of dl the almost entirely on training sessions labeledas "leadership," but that focuses "management" actions, as Leadershipis a process, is management. as However,they are best recognized rwo distinct processes, though one individualmay engage both in his or her in even position of leadership. This book is about the process leading,not managing of although it is a valuablefield of srudy on its own. Tfaditionally, leaders In addition, thereareissues ofpower involvedin leadership. haveusedthe formal authority of their positions to get things done. Not only is it to important to differentiatebetweenleading and managing;it is also essential understandthe role of power in the process leading. of

Ch*pfun "Ii*t
The PowerDilemma
All potuer tendsto cotrupt, and absolute power corru?tsabsolutely. - Lord Acton. hat is the difference between usingpowerand leading? Sincemost leaders \\f/ nota positions W ofleadership, powerassociared thosepositions the wirh makes it difficult to distinguish onefrom the other.This chapterexamines dilemmato this further clarify what I meanby authenticleading. There hasbeena long debateabout "leaders"such as Hitler and, more recently, Osamabin Laden. Most theoriesof leadershipignore the role of vdues regarding whether leadersmay be "good" or "bad." These theories posir that leadershipis independent the values of expressed thdliader. On the surface, by this seems make to sense' However,in Leadership without Easy Answers, Harvard Professor Ron Heifetz explains critical difference a often overlooked: Hider exercised power,not leadership.r BurnscallsHitler's behaviorasnakedpower-wielding.But therearedifferent forms oFpower. Thus, the role of powerin leadership a cridcalconsideration. is Two earlyscholars, Frenchand Raven, provideduswirh rheclassic analysis ofdifferent forms of power.2They identified five kinds of power: Legidmate,coercive,reward,

Ronald A. Hetfctz, Lcadaship Witho* Eay Ansucn (Cambridgc: Bclknap prcss, l99t).
John. R. P Frcnch md Bcrtrarn Ravcn, "Thc BascsofSocial power. in Studics in Social pown,cd. (Ann Arbor: Univcrsiry of Michigm Institutc for Social Rcscuch, 1959). D. Cartwrighr

I
AUTHENTIC LEADING: \rHERE THE BLUE SKY HITS THE ROAD expert,and referent.Rewardpowercan be furfier delineated into two categories rhat the of of helpsto describe relarionship powerto the process leading:extrinsicrewards The six forms of powercan then be definedasfollows: and intrinsic rewards. . Legitirnate pouer-the authority granted in policies, procedures and job descriptions, well asdeferential as powerattributedto the personin fie position throughculturd norms Coerciue psu)g7-1hsauthoriryto punishor threatento punish grantedwith legitimate power,aswell asthe physical strength(personal, armedforces, etc.) to forcethe behavior others of Reward power (extrinsic)-the abiliry to grant or withhold resources the in form of extrinsicrewards suchaspay,bonuses, resources or Rewardpower (intrinsic)-the abiliry to grant intrinsic rewardssuch as recognition,responsibiliry, and professional growth; includesself-fulfilling rewardsaswell suchasjob satisfaction Expm power-the influence expertise; derivefrom control of information of can Referent psusT-1bs influenceof identificationwith a person(rangingfrom "liking" to "admiration"to "reverence awe"to "dependence") and sometimes characterized charisma. as

. .

This list adequately captures variousdynamicsof both power-wielding the and leadership traditionallydefined. as The first threerepresent positionformsof power. The secpndthree are personalforms of power.Authentic leaders show a srrong preferenCe the latter.But two additionalformsofpower-moral powerandspirirual for authenricleadership. power-are neededto more fully describe . Moral power (or moralauthorif)-influence deriving from living and leading valuesand beliefsregardingright and wrong accordingto universalor shared Spirhual power (or inner syncbronicity)-strengthor influence derived from livingwith innercongruence a viewof interrelatedness, and interconnectedness and interdependence may includea transcendent and worldview3.

Gandhi said,"Poweris of rwo kinds.One is obtainedby the fearof punishment and the other by actsof love. Powerbased love is a thousandrimesmore effective on
t Tiensccndcnt hu diffcrcnt meanings in diffcrent conrqrs. Hcrc it rcfcrs to nonmatcrial rcdiry synchroniciry is a worldvis thar includcs nonmatcrial rcaliry. i.e., spiritual

The Power Dilemtna

and permanentthan the one derived from fear of punishment."{ Power-wielding, in occurswhen persons positionsof leadership the authority of use not leadership, This is an importantdistinction.Authenticleaders posirion,to control or influence. to that understand while theremay be dmeswhen it is necessary takesuchaction,it with a high levelof trust price.Evenin organizations doneat a tremendous is usually viewedby followersasa "withdrawal" for and respect the leader,unilateralaction is aurhorStephen Coveycallsthe "emotiond bank account."5 best-selling from what have little, if anything, in that account to begin with. Low trusr organizations know the price for unilateral action and anticipatestepsto atone Authenric leaders for it evenasthe decisionto act is being made.For everyaction, thereis an equaland authority at his/ oppositereaction.Although the authenticleadermay haveextensive he/she will useit only when necessary that too sparingly. and her disposal, intrinsic rewards, expertand referentpower.He Instead,the authenticleaderuses Theseforms of power help pullfollowers moralauthoriryand inner synchroniciry. uses toward the god, rather than2ush them along asis done by the power-wielder. The Mastcr staysbehind; That is why sheis ahead. -Lao-tzu6 Religious leaders Buddha,Muhammadand rhroughouthistory-Moses, Jesus, others-exemplifiedmoral authoriry but it is alsoa dominant themein the livesof authentic leaderssuch as Gandhi and Martin Luther King. Values,beliefsand organizational cultureshavebeenseenascriricalto organizational for success some time. It is alsoimportanr,however, applycertainuniversdvdues,which areonly to recently being acknowledgedas important in the workplace. SynovusFinancial, TDlndustries,and southwest Airlines areamonga growinglist of companies that increasingly view "lovingkindness" a key ro both organizadonal as climate and economicsuccess. Moral authority is a key to authenticleading.
S' F. Han, 'Quotes from MohandasK. Gmdhi," ZOOO, from hrtp://w.rft."ri.co-lch"rdi.ht-l; "*it.Ut. Intcrnct; acccsscd Dccmbcr 2001. 27 Stephcn R. Covry, Thc &an Habitt of Highl Eftctiue Peoplz: kstoing thc CharacterErlrc (Nry York Simon & Schustcr, l9g9), Lao-uu, ho 7i Ching,trens.StcphcnMitchcll (Ns yotk: Hrrpcrpercnnial,lggg), 7.

t t

10

AUTHENTIC LEADING: V/HERETHE BLUE SKY HITS THE ROAD

To achievemoral authoriry requirescharacter,particularly honesry integriry and

genuine caring for others. But it is not entirely within the control of the leader. Social identiry theory shows that "the degreeto which a person fits with the identiry of the group as a whole ... makes leadersattractive to the group and gives them influence."7 To be effective,there must also be a social bond between the leader and followers. Having high moral characterwith a group that does not share,or at leasr admire, those moral valueswill reduce the degreeof influence ofsuch a leader regardless of his or her good intentions. Spirirual power is perhaps more controversial, but both scholars and leaders themselves have begun to recognizeit as essentialin authentic leading. Joe Jaworski, author and founder of the American LeadershipForum and the Centre for Generative Leadership, said that leadersof major technology firms realize that synchroniciry corresponds perfectly with their own experiences.s Michael Thompson also wrires about the value of inner synchronicity in his 6ook The Congruent Life: Following the Inward Path to FulfllingVork and Inspired Leadership.

In their bookl SpiritualAudit ofCorporateAmeica,Ian Mirroff,, Harold Quinton Distinguished Professorof BusinessPoliry at the Universiry of Southern California, and organizational consultant Elizabeth Denton go even further to argue that spirirualiry is one oftle most important determinants oforganizadonal performance.eIt is becoming acceptable to talk about God in the workplace. Best-selling author and consultant Margaret lVheatley poina out that this senseof spiritual synchronicity also fits with what we are learning in the "new" sciences about the nature of both the subatomic and cosmic universe.The Newtonian view of the universeis losing irs grip.t0 Authentic leaders hold a contrarian view of power. To get power, one gives ir away,for true power comes from giving. Authentic leadersempower others because they possess self-confidenceneededto surrenderpower, without retaining control the or keeping certain strings attached.
M. A. Hogg, 'y'. Social ldcnriry Theory of Lcadership," Pertonalitl and Social Prycholog'1 Rcuicu 5, 184-200.

Joseph Jaworski, personal notes from keynotc spech at rhc annua-l mccting of rhc Grccnlcaf Ccnter for ScrvanrLeadcrship, Indianapolis, Indiana, l2 June 1999). Jaworski is also thc aurhor of Synchronicity:Thc Inncr Path of Lcadcrship (San Francisco: Bcrrcrt-Khochlcr, 1998). Ian L Mitroffand Eliabcth A. Denton, A Spiritual Audit of CorporatcAmcica: A Hard Looh at Spiritualitl, kligion, and Valua in the lVorkphcc (San Francisco: Jossey-Bass,1999). Margarct N7hcatlcy, Lcadcnhip and thc Nru Scicncc:Discoucring Ordq in a Chaotic WorA,2d cd. (Su Francisco; BcrrctrKochlcr, I 999).

The Power Dilemma

11

skillfully provide guidance Insreadof attemptingto control, authenticleaders learn,grow and flourishon their own.The authentic and support,helpingfollowers by leads examPle. leader talk, he acts. The Masterdoesn't 'Vhen his work is done,rhe peoplesay, "Ve did it ourselves."
- Lao-tzull

lnhis The Human Side of Enterprise, Douglas MacGregor proposed two theories of human motivarion: Theory X and TheoryY. Similarly, JamesDavis, Universiry of have compared a number of theoretical perspectives on Notre Dame, and associates "age "srewardship theory."r2Agency theory ncy theory" and power under the banners of that people are self-serving, motivated primarily by lower order physiological, assumes securiry and economic needs,and extrinsic rewards such as money and what it will thar people have a low commitment to the organization, buy. Agency rheory assumes and use or respond more to institutional forms of power (legitimate, coercive, and extrinsic reward). Management philosophy is control orienred, and control mechanismsinclude compensation, contracts, authoriry and status.Time framesare short-term, and objectives focus on controlling costs.The organizational culture is basedon individualism with hierarchical structures and rystems that support individual performance and recognition. Stewardship theory, on rhe orher hand, is based on a model of self-actualizing man. Behavior is assumedto collectively servethe organization or group, and modves generally stem from higher order needs such as growrh, achievement, and selfactualization. Thus, people seek intrinsic rewards such as recognition, professional development, and job satisfaction. Stewardship theory assumes a high level of commitment to the organization and personal forms of power such as expert and referent. Management philosophy is involvement-oriented, utilizing participation, emPowerment, and consensus decision-making. Interpersonal relationshipsare used to develop a high level of trust. Timeframes are long-term, and the objecrivesfocus
Iao-ou, ho Ti Ching,17.The exacrtranslation rhc lur line by Mitchcll of is iA,mazing: .lld 1,,JlJrlilIilt *.
Jamcs H. Davis, F. David Schoorman, and Lcx Donaldson, "Toward a Struardship Thcory of Managcmcnt,,' Acadcml of Maugcmcnt Roiru 22, no. | (1997): 20-47.

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AUTHENTIC LEADING: WHERE THE BLUE SKY HITS THE ROAD

on excellent performance. The organizational culture is based on collectivism and sharedgovernance. Compare thesetwo broad categories Burns' transactiond and transformational to leadership models described earlier. Ti'ansactional leadership "rakesche initiative in making contact with ofiers for the purposeof an exchange ofvalued things . . . lwhich] could be economic or political or psychological in nature."r3 Transformational leadershipoccurs "when one or more personsengage with others in such a way that leadersand followers raise one another to higher levels of motivarion and moraliry ... and thus it has a transforming effect on both."ra Tiansactional leadershipderivesfrom authoriry-basedforms of power and agency theory. Tiansformational leadershipdraws on stewardship theory intrinsic rewards, expertise and referent power. It includes a moral dimension ignored by leadership models based on the authority-based power perspective. The moral leader, described in Chapter 4, is principle-centered, driven by a core set of sharedvaluesand a higher purpose.The power-wielder is driven by ego and personal gain, i.e., the self-serving economic man. The power-wielder may also rely on a position of moral ascendancy supremacy, or a self-righteousness, justify his or her behavior.This meansof control only tends to to alienate those that one intends to influence. Influence-to affect, sway, or persuade another --occurs by pulling, not pushing; finesse, not authoriry.The authentic leader influences through honest, ethical, and fair strategiesgrounded in understanding and empafiy, sharedvdues and beliefs.It is persond---expert, referent,moral and spiritualpower ratler than institutional-legidmate, coercive or extrinsic. Even Machiavelli, proponent o[ power-wielding, said that one who che iconoclastic Italian Renaissance achievesa position of power through authoritarian means maintains it with more difficulry than one who becomesa leaderthrough support of the common people.rt Some people seemto have an innate drive for dominance.'Well-known psychologist Abraham Maslow, the father of self-actudization, postulated such drive.16However,
D ( It 15 Burns,Lcadcrship,19. Ibid..20. Niccolo Machiavclli, Thc Princc, trus. ud cd. Angclo M. Codcvilla (Ncw Havcn: Yalc Univcrsiry Prcs, 1997).

Frus de WaaJ, Chinpanuc Politics: Prucr and &x Among thc Apa (Br.ltirnorc: Johns Hopkins Univcrsiry Prcs), 188

ThcPouw Dilcnna

13

he also showedhow fully functioning humans rise abovethat level to a higher plane These include: of need and achievementcharacterizedby bcing-values.rT . . Tiuth Goodness

o BeautJr . . . . . . . . . . . . Unity, wholeness,and uanscendenceof opposites Aliveness Uniqueness Perfectionand necessity Completion Jusdceand order Simpliciry Richness Effordessness Playfirlness Self-sufficiency Meaningfulness

The power-wiclder is often characterizedas using manipulation to reach goals. Manipulation can havctwo meaningp:To take unfair advantagefor personalbenefit, exploit, rig, or falsify, ar to skillfully handle, orchestrate,choreograph, or influence. Power-wielders the former, while authentic leadersusethe latter. Power-wielders use push; leaderspull. Power-wieldersuseauthority for their own interests;leadersuse influence for higher purposes. The power dilemma involves making a choice in what forms the powerhasto be used and how to use them. The power-wielder choosesauthority-based forms for

"ar

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AUTHENTIC LEADING: \UTHERE THE BLUE SKY HITS THE ROAD

From-

To-

Managing

Power-wielding

self-interest. authendc The leader chooses non-authoritarian formsfor higherpurposes. As an international company,Canon believes that global fnms must participate in this higher order responsibiliryfor social,environmentd and economic benefitsat local levelsthroughout the world to achievetheir economic goalsin the future. As increasing numbersof firms havepursuedthis approach,it hasbecomelabeled"social capitalism."To paraphrase Buddhist concept,we areexperiencing a anotherturning of the wheel. Those who seekto lead need to pay attention. In most cuhures, is command-and-control no longeracceptable at leastis losingim grip. or which follow, are mindful of the Authentic leaders, we will seein the chapters as interconnectedness interrelatedness peopleand the universe a whole. Their and of as engenders moral approach leadinggroundedin lovingkindness to spiritualawareness a and compassion ratherthan in authority and power-wielding. Authentic leaders have a broadercosmicperspective callsthem to fulfill higherpurposes. that

Summary
It is important to recognizethat "leadership"in practice involvesleading, some managing are and occasional power-wielding. These three processes different, but not mutually

ThePouerDibmrna

15

minimize the needfor power-wielding, Authenticleaders usingit onlywhen exclusive. and the Authentic leadersprefer necessary addressing inevitable damages. absolutely non-aurhoriarian forms ofpower. Managingvariesbyorganizationd size,the skill and predisposition6f the group and the leader.Mainaining the perspectiveof leading is in when managingcanbeempowered others.One cando both, but distinguishing easier them can challengethe leader. berween