Leaders: Strategies for Taking Charge

Abstract: Though much has been written about leadership, little of it has been of lasting value or significance. This book, however, provides thoughtful insights into the art and science of leadership. In the book, Warren Bennis and Burt Nanus reflect on the demands that are placed on leaders in the present day, and identify the strategies for leading organizations effectively in these complex and turbulent times.

 

About the Author: Warren Bennis, a renowned Professor of Business Administration at the University of Southern California and a consultant for various MNCs and governments around the globe, has authored/co- authored many books on Leadership and Management. Though much has been written about leadership, little of it has been of lasting value or significance. This book, however, provides thoughtful insights into the art and science of leadership. In the book, Warren Bennis and Burt Nanus reflect on the demands that are placed on leaders in the present day, and identify the strategies for leading organizations effectively in these complex and turbulent times.

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Strategy IV: (1) The Deployment of Self through Positive Self-Regard

Leading is a deeply personal business. All successful leaders, according to the authors, believe in themselves - tending to emphasize their strengths and play down their weaknesses - without being egoistic or narcissistic. Such leaders inspire positive self-regard in their employees. This positive self-regard means that effective leaders have the ability to recognize their strengths and compensate for their weaknesses; the ability to nurture their skills in a disciplined manner; and the ability to discern the fit between their skills and the requirements of the job (successful leaders take on only those challenges that they think they have the capacity to handle). Strategy IV: (2) The Deployment of Self through the Wallenda Factor Karl Wallenda was a great tightrope aerialist, who fell to his death in 1978 while traversing a 75-foot high wire in San Juan, Puerto Rico. Before his death, he had performed several astonishing feats. The secret of his success, his ability to carry out such death-defying tight-rope walks, was attributed to his focus on the task at hand. Wallenda never contemplated failure as an outcome of his efforts. His energies were concentrated on walking the tightrope - never into not falling.

According to his wife, in the months before his fatal fall, he had begun to think about falling, even going so far as to personally supervise the erection of the tightrope wire for the San Juan event. In San Juan, perhaps inevitably, he fell. Successful leaders, like Wallenda, display an ability to focus on positive goals. They think of winning, not of not losing. And when they do encounter failure, they treat the event as an opportunity to learn, not something to dwell on and regret.

Leadership and Empowerment
What effect does good leadership have on the followers? Good leaders empower their subordinates, giving them the ability to translate intention into reality, and then sustain the reality. They do not relinquish power. Instead they transform power into an item of exchange: by empowering their followers, leaders reap the benefits of the actions of their followers. Empowerment has several components. One is significance, or convincing the followers that they are doing something of importance, something which makes a difference to the organization and the world at large. Another component is competence, or giving subordinates the opportunity to learn and develop. A third aspect is community, or a sense of being joined with others in a common purpose. Lastly, there is enjoyment, or making work fun, not a tedious, routine activity.

Towards the New Millennium
In the concluding part of the book, the authors reflect on leadership in the new millennium. A key characteristic of business in the twenty-first century will be the speed and turbulence of technological change, forcing leaders to take big risks betting on emerging and unproven technologies. Technological obsolescence would be another consequence of rapid technological change. In such a situation, leaders will have to learn to manage technological change and transitions. In the twenty-first century, most organizations will consist of knowledge workers, with their own distinct characteristics and demands on leadership. The leader's role will become akin to that of a coach or a facilitator, guiding teams of knowledge workers to perform effectively and consistently.

The authors conclude by listing the characteristics of leaders who are likely to succeed in the future. In the words of the authors, these leaders will be the ones who are best able to (1) provide direction in uncertain times; (2) manage change and provide exceptional customer service and quality; (3) build successful relationships with new constituencies; (4) make use of diversity on a global scale; 5) inspire their followers; and (6) be a leader of leaders, especially in managing knowledge workers.

Clearly, leadership in the future will be quite different from what it was in the past. And it will not be a job for the faint-hearted.