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Category Archives: Management Development

Whence leadership?

Have you ever noticed that when people talk about leadership, the unspoken but overweening assumption is that it is positive and constructive? Have you ever questioned that presumed relationship? If you have, what sort of reaction did you get? The falsity of this putatively inviolable connection is among the most grave of the many very serious problems with the modern leadership movement’s (MLM) concept of individual leadership in organizations. . .

Slouching towards leadership

We have seen, since the opening of the current series on the problems with the notion of individual leadership in organizations, that the most fundamental of them is that such leadership is inescapably not about those organizations – it is about the purportedly peerless and vital qualities of those putative leaders. Whatever after-thoughts or carefully contrived qualifications are thrown at the topic, there is no avoiding the truth about individual leadership as “discovered” and promoted by the modern leadership movement (MLM): it is about relationships with individuals who exhibit the described leadership – it is only peripherally, if at all, about the work at hand, from which, in any event, it most decidedly does not arise.

We have also looked at some examples of what appear to be actual instances of individual leadership in the workplace, only to see that they are either not really examples of leadership or are clearly not results of the teachings or other activities of the MLM.

That’s a peculiar puzzle, isn’t it? . . .

Normalizing

As you develop your personal philosophy of management for application in your personal workplace circumstances, it is helpful to recall just how personal it really is. That is, while you may feel that your eyes are opening up to new ways of calculating outcomes and building relationships at work, and of perceiving comprehensive frameworks for determining the relevant factors and the necessary contributions and collaborations, your colleagues may be moving along a different track at a different pace than you. . .

Perceiving

We’ve been talking over the past few days about the basis for establishing relationships and managing interactions at work. The basic premise is that you should always ask yourself what you want to accomplish, what objective you want to advance, what purpose you want to serve whenever you deal with coworkers – whether they are your peers, your juniors, or your seniors. Moreover, you should . . .

Calculating

Have you ever been told that the best career advice you can follow is simply to make your boss happy? Just do whatever your boss – whoever that is at any given time in your career – wants – whatever that may be without any questions or advice – with single-minded intensity, and you will find yourself among the powers that be in to time at all. . .