Reflections on
Leadership
In this chapter titled 'A different Kind of Leader', Denning
departs from looking at leadership through storytelling. By adopting interactive thinking, speaking, and
acting and taking on the new capabilities that narrative enables, Denning believes
one can accomplish what was inaccessible to someone operating only in the
traditional command-and-control mode (Denning, 2011). The different kind of leader and leadership he
is referring to is called interactive. Denning
(2011) then lists and describes the dimensions as follows (p.270-271):
‘The interactive leader works with the world
rather than against it. In other
words, the interactive leader does not try to force the outcome. He involves his people, discusses the
problem, and listens to their possible solutions instead of telling them and
giving specific instructions. In doing this he eliminates the need to impose
boundaries, incentives, and disincentives to get compliance. This leader needs only to catalyze and
channel his own energy (Denning, 2011).
Interactive leadership both adds and
subtracts elements from the leadership pallet. The interactive leader adds capabilities by allowing
his peoples idea to be heard, considered, and implemented effectively
supplementing command, control, regulation, analysis, and optimization
functions of management. The interactive
leader no longer has to enforce these functions. By the same theory, the interactive leader
subtracts the need to manipulate and win regardless of cost. “It is not possible for leaders to exercise
manipulative and spinning behavior in one part of their conduct and expect to
be accepted as open, truthful, and trustworthy in other domains” (Denning, 2011
p. 270).
Interactive leadership builds on personal
integrity and on authenticity. Benefits
from an understanding of the different narrative patterns can be used to get
things done in the world. Some of these
benefits include respect, trust, sound judgment, and values.
Interactive
leadership doesn’t depend on the possession of hierarchical authority. According to Denning (2011)
“anyone and everyone who can help clarify the direction or improve the
structure, or secure support for it, or offer coaching that improves
performance is providing leadership” (p. 271).
Interactive
leadership benefits from an understanding of the different narrative patterns
that can be used to get things done in the world. The leader must tell stories, not just talk
about telling stories. The better you
are with narrative theories, the more effective you will become. Narrative depends on emotional intelligence
and uses it to achieve practical outcomes (Denning, 2011).
Denning goes on to say that interactive
leadership participates, connects, is like conversation, is possible, fits the
modern need, is not for everyone, is relatively free of ego, is like judo, has
feeling, avoids ‘Apollo run amok’, and has beauty (Denning, 2011).
As a leader, I am honest, sincere, fair, consistent, and
compassionate. I take the time to know
my people and I arrange my schedule so that I am available to them most of the
time. I came to this set of guiding principles after
trying each new method that came to life during my career. In each case, I felt like I was acting; I was
not being myself. When I finally decided
to just be myself, I found success in leadership. I do not control, I do not take credit for the
outstanding work my people do, but I will take full responsibility when things
go wrong.
Three of the interactive leadership dimensions that are part
of the way I lead are: the interactive leader works with the world rather than
against it, interactive leadership builds on personal integrity and
authenticity, and interactive leadership doesn’t depend on the possession of hierarchical
authority.
In working with and not against the world, manipulation and
control of people is counter to one of my primary goals as a leader: developing
the people for whom I have been given responsibility. Using intimidation, threats, inappropriate
rewards, or withholding information, resources, or advice may get me
compliance, but it will not result in the worker feeling a sense of
accomplishment. I want the worker to be
proud of an achievement for solving a problem using his own skills and
abilities. Even though the problem was
pointed out to the worker, the solution was all theirs. This holds true for everyone following my
leadership. The tasks and difficulty
level will be different for the newest member, and the most experienced member,
but if I have done my job, the sense of accomplishment will be the same.
‘Interactive leadership demands that I not only lead by
example, but serve as a surrogate mentor to the people in my organization. All leaders live in a fish bowl. It does not matter whether they are
interactive, situational, transformational, servant, or bad, leaders are
watched. The reading describes how the
interactive leader earns respect, belief in their honesty, trust, and a number
of other virtues. These virtues are part
of the interactive leader. The interactive
leader’s behavior is rewarded with respect, trust, and belief. Because it is expected, recognized and acknowledged,
and rewarded, the reinforced behavior is repeated. I serve as that ‘surrogate’ mentor to my
people because integrity is critical and it is fragile. Trust, respect, credibility, etc., are all
bestowed and can be taken back in a flash.
Let someone see you do something they perceive as inconsistent with the status
you have been given. It is difficult, at
best, to earn it back. It is also important
because it is smart, polite, right, and in many cases it is a condition of
employment. The interactive leader is
involved and engaged no matter what the issue may be.
‘Interactive leadership doesn’t depend on hierarchical authority’
is simply stated in the text and true as written. Anyone and everyone with an idea to share, a
plan to execute, desire to make things better is already thinking like a leader. It is time to assess and begin developing
those skills. If you do nothing, the
behavior will stop. I would, at minimum,
talk with the worker and encourage that thinking.
~Pete
Reference:
Denning, S.
(2011). The Leader's
Guide to Storytelling: Mastering the Art and Discipline of Business Narrative.
San Francisco, CA: Jossey-Bass.
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