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Leadership and Ministry

‘Leadership’

Session 1 - Revd Chris Pemberton

Code - TH6909 - Graduate Year 2

Date - 21st February 2011

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Why should anyone be led by you?

Rob Goffee is professor of organisational behaviour at London Business School, where he teaches on the world renowned Senior Executive Programme. His research has covered entrepreneurship, business formation and growth, and managerial careers.

Gareth Jones is a Fellow of the Centre for Management Development at London Business School and a visiting professor at INSEAD, Fontainebleau and IE Business School (Instituto de Empresa) in Madrid.

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Introduction

18,000,000 articles on leadership in 0.08 secs - over 2,000 books on leadership last year

Why are leaders in short supply

structures kill it

our understanding is blinkered

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Why are we obsessed with leadership?

Plato - leadership male

Crisis of belief in the modern world that has roots in rationalism of 18th century - Voltaire

19th century - Freud and Weber

20th century - ‘Trait’ and ‘Style’ theories

Recently dominated by ‘Contingency theories’ - situations/context

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Four qualities

They selectively show their weaknesses

They rely on intuition to gauge the appropriate timing and course of their actions

They manage followers/employees with ‘tough empathy’

They reveal their differences

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1. They selectively show weaknesses

Shows who you are - if perfect at everything there is no need for help

Builds solidarity between followers and leaders

Offers valuable protection

BUT must be done carefully

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2. They rely on sensing

Gauging unexpressed things

can risk losing followers

beware of projection

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3. Practice tough empathy

CARING but tough - handling ‘social closeness’ and ‘social distance’

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4. Dare to be different

Capitalize on what is unique, strong and different

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Examples Sir John Harvey Jones - ICI

Sir Martin Sorrell - WPP

Akio Morita - Sony

Greg Dyke - BBC

Ken Livingstone - GLC

Pete Goss - BT Global Challenge

Jesus - GODHEAD

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DANGER!

Some leaders can over differentiate themselves in their determination to express separateness.

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The desire for authenticity

Authentic leaders display a consistency between words and deeds

Authentic leadership is the capacity to display coherence

Authentic leadership involves ‘comfort with self’

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Question

Which personal differences could form the basis of your leadership capability. As you think this through, focus on differences that have the potential to excite others, are genuinely yours (not copies of someone else) and signify something important in your context? Think too about your personal values and vision for those you are leading.