A641.1.3.RB - What is Great Leadership

This blog entry will be using results from an exercise from a video of Dr. Richard Boyatzis, entitled “What makes great leadership”. Dr. Boyatzis asked us to pause and complete an activity that turned out to be easier then I first thought. For this activity, we were asked to think of two people who served as leaders; one whom we work for again and another that did not want to work for again. As I paused the video and began thinking, these two people came to me quite easily. The one person who I feel has demonstrated fantastic leadership and set a great example was a recent manager. One person who I felt did not portray good leadership skills was prior to the one that impressed and encouraged me the most.

I have read a lot about “leadership” since starting MSLD, and find it both fascinating and confusing. There are many definitions of what it means to be a “leader”. Leadership theory is simple. Putting the “practice” of leadership in motion is complex. It seems to me that “leadership” is really about human nature and developing successful relationships with other people. This gives hope that leadership can be learned through changing our behavior and strategically improving relationships.

It was easy to jot down 6 quick qualities and skills of comparison of the 2. And where I found things that I gravitated to in one, I could see what I did receive from the other. But to the credit to both they had the experience and knowledge to do the job. But only one resonated and inspired me to make me want to perform my best.

After the exercise a we were told to restart the video. Dr. Boyatzis made 3 statements that stayed with me.

1.     If an organization were to remove 70-80% of their managers they would run more smoothly. These managers add no value.

2.     Leadership should equal relationship.

3.     The best military leaders don’t lead they lead by asking and inspiring.

The statement that If an organization were to remove 70-80% of their managers they would run more smoothly. These managers add no value. I don’t know if the author is just trying to make a point, but it’s hard to believe those number. But as a leader that must follow senior management those numbers feel real.

References

Boyatzis, R., & McKee, A. (2005). Resonant Leadership. Boston: Harvard Business Press.