Focusing on Leadership: Utilizing Historic Perceptions to Create a Definition of Leadership
Abstract:
What makes one a good leader? How do you define leadership? Would you consider all managers leaders? Is there a difference between management and leadership? These questions have interested many thinkers throughout many generations. According to Bernard M. Bass, “Leadership is one of the world’s oldest preoccupations” (Wren, 49). In J. Thomas Wren’s book, The Leader’s Companion: Insights on Leadership Through the Ages, we find leadership preoccupying the minds of thinkers such as: Plato, Machiavelli, and Lao-tzu. These thinkers helped develop the leaders of their time and continue to inspire us today. To form my personal definition on leadership, I will start by looking at the beginnings of leadership. Next, I will pinpoint characteristics of good leaders/ leadership by referencing essay number 15 of J. Thomas Wren’s book entitled, Tao Te Ching by Lao-Tzu. Lastly, I will discuss the difference between management and leadership.
The Roots of Leadership:
What makes one a good leader? How do you define leadership? Would you consider all managers leaders? Is there a difference between management and leadership? These questions have been discussed by thinkers from the beginning of civilization to present day. To answer these questions, we must focus on the roots of leadership, historic perceptions of leadership and management vs. leadership. The Leader’s Companion: Insights on Leadership by J. Thomas Wren offers a variety of classic views on leadership; presented in essay format. Leadership writer Bernard M. Bass, author of the essay entitled Concepts on Leadership: The Beginnings, explains that, “purposeful stories have been told through the generations about leaders’ competencies, ambitions, and shortcomings; leaders’ rights and privileges; and the leaders’ duties and obligations” (Wren, 1995).
Bernard M. Bass’ essay provides a brief look at the origins of leadership and its transformation from the Egyptians in 2300 B.C. to Niccolo Machiavelli in 1513 (Wren, 1995). Thanks to Bass’ research, we can see the principles of leadership modified and updated to meet a variety of different times and cultures. To begin, the Egyptians provided a basic philosophical principle of leadership: there must be leadership (seshemet), a leader (seshemu), and followers (shemsu). The Egyptians also suggested that three qualities be attributed to the Pharaoh: authoritative speech, perception in one’s heart, and a shrine of justice in one’s tongue (Wren, 1995).
In the sixth century B.C., the Chinese focused on a leader’s responsibilities to their followers. Confucius suggested that leaders set a moral example and utilize rewards and punishments to teach the people what was considered ‘right.’ Taoism, on the other hand, suggested that the leader make people believe that success was based on their efforts (Wren, 1995).
The Greeks concepts of leadership were symbolized in their literature; especially in Homer’s the Iliad. The Greeks compelled leaders to be inspirational and heroic leaders, with a focus on: “justice and judgment, wisdom and counsel, shrewdness and cunning, and valor and activism.” Later, Plato argued that the leader was crucial to a good government system and should rule with order and reason (Wren, 1995).
Moving ahead to 1513, trained humanist Niccolo Machiavelli described a more pragmatic use of leadership in his work, The Prince. In The Prince, Machiavelli suggested that leaders focus on maintaining order, authority and power. Unlike some of the other theories we have discussed, Machiavelli believed that leaders should maintain power by, “gaining the esteem of the populace, but if they could not, then craft, deceit, threat, treachery, and violence were required” (Wren, 1995).
Leadership According to Lao-Tzu:
In contrast to Niccolo Machiavelli’s pragmatic approach to leadership; Chinese sage, ‘Old Master,’ Lao-Tzu presented a different perspective on the topic of leadership. In his book Tao Te Ching or ‘How Things Work’, Lao-Tzu outlined an approach to leadership which focused on the principles of selflessness, flexibility, and open-mindedness. “Learn to lead in a nourishing manner. Learn to lead without being possessive. Learn to be helpful without taking the credit. Learn to lead without coercion. You can do this if you remain unbiased, clear, and down-to-earth” (Wren, 1995). Lao-Tzu formulated this approach after a lifetime of observation and reflection. To help leaders achieve these principles, Lao-Tzu provided meaningful metaphors and valuable lessons.
According to Lao-Tzu, a leader practices selflessness by, “placing the well-being of all above the well-being of self alone” (Wren, 1995). Similar to what we have strived for in a democracy, Lao-Tzu suggested that leaders should serve the people without selfish motives. Observing elements in nature, Lao-Tzu explained that, “Like water, the leader is yielding. Because the leader does not push, the group does not resent or resist” (Wren, 1995). Leaders must move like water; flowing with the people, the laws, and the times.
Management vs. Leadership:
Would you consider all managers leaders? Is there a difference between management and leadership? As our historic overview of leadership has shown, there are many different perspectives on leadership; however, I believe the difference between management and leadership is quite clear. Leaders are the heart of a business or organization because they are passionate, have vision for the future, and inspire those around them. Good leaders motivate individuals in the best of times and the worst of times. Followers are an integral part of leadership. This idea is expressed in essay number 8; Hughes, Ginnett, and Curphy explain that, “Leadership is a social influence process shared among all members of a group. Leadership is not restricted to the influence exerted by someone in a particular position or role; followers are part of the leadership process, too” (Wren, 1995). In essence, leaders inspire followers to work cooperatively, which can create a more autonomous organizational structure.
In business, managers help leaders by delegating responsibility, establishing procedures and using problem solving skills to find solutions. Managers strive to maintain a stable and consistent work environment. As mentioned in our Leadership Seminar, “managers execute what leaders envision” (Steve Lunsford, 01-16-2008). Most managers are practice oriented and direct subordinates. Subordinates work to carry out the plans or goals outlined by the manager. Group organization can be decided by the manager because they select the staff and delegate work to the subordinates. Despite the differences between management and leadership, both roles are equally important in the real world and the business world. A good leader or manager analyzes the situation or problem at hand and then finds the appropriate balance between leading and managing.
Personal View on Leadership:
To be a good leader, one does not need a direct definition of the actual term. To find an accurate definition of leadership that fits you, it’s important to look at a variety of views on leadership from both past and present. Then, decide what you can apply to your current role or situation. A common thread in most perspectives on leadership is the need for vision for the future, passion, understanding and social influence over members of a group. It is important for leaders thrive on change and utilize their vision to create a better future.
References:
1. Wren, T.J. (1995). The leader's companion: Insights on leadership
through the ages. New York, N.Y.: The Free Press.
2. Majka, C. (n.d.). Lao-tzu: Father of taoism. Retrieved January
20, 2008 from, Empty Mirrors Press Web site:
http://www.chebucto.ns.ca/Philosophy/Taichi/taoism.html
3. Chew, R. (2007, August 25). Lao tzu (old master): Chinese taoist
philosopher. Retrieved January 20, 2008 from, Lucidcafé Web
site: http://www.lucidcafe.com/library/96jun/laotzu.html