Looking Further into Leadership
ABSTRACT
To further explore the complex topic of Leadership, I will review other broad concepts on this subject. These concepts include studying the environmental influences on leadership, how leadership has been observed throughout history, and compare leaders from the European Renaissance with the leaders of today. By exploring the contexts of leadership and studying how leadership has been defined throughout history, I begin to comprehend more accurately my own personal leadership styles.
Contexts of Leadership
In “The Historical and Contemporary Contexts of Leadership: A Conceptual Model” of The Leader’s Companion, Wren and Swatez try to analyze, through past theories, the true definition of Leadership. To better understand the meaning of Leadership and what it entails, contextual aspects have been assessed. This essay explains the research of not only observing the leader but also the situation (Wren & Swatez, 246).
The study of leadership has advanced and become extremely complex. It has developed from the basic concepts of leadership traits and grown to the study of leader behaviors. Next as the topic became more dynamic this concept has grown to include the study of the followers and their relationship with the leader. An example of this approach is Hollander’s notion of “idiosyncrasy credits” (Wren & Swatez, 249). Hollander viewed leadership as the followers viewing the leader’s actions in a way that would fit their personal needs and expectations (New York Academy of Sciences, 2008).
To take the study of leadership a step further, Wren discusses “situational-contingency”. This concept merges the study of the leader, situation and follower. “Fiedler’s contingency theory includes consideration of such factors as leader-member relations, task structure, and leader position power in determining the appropriate style of leader behavior,” Wren and Swatez explain (Wren & Swatez, 249).
From this research Wren and Swatez went above and beyond to develop a conceptual model for other leadership scholars. This model is consisted of three layers including: the historical context of leadership, the contemporary context of leadership, and the immediate context of leadership. Within the historical context of leadership lies a long-term influence that may affect a situation including political, social or economic environment. An example of these types of influences, I believe, would be war, famine or the political state at the time. For example, if an unfavorable situation arises, such as war, the party in office may receive a negative stigma. Because of this shift in political and social events the people tend to look for a different type of leader to stand up and create a change. Within the contemporary context of leadership represents the “norms, values and customs of the surrounding society”. The last context of leadership includes the immediate context of leadership (Wren & Swatez, 248).
It is evident that environment has been understood to be a factor in leadership. I believe an important factor in what makes an individual who they are is their culture. Culture influences communication, perspective, beliefs, work ethic and priorities. In The Leader’s Companion, the argument is presented that “the unique talent of leaders is the ability to understand and work with culture”(Schein, 273). Differences in perspective can lead to miscommunication and frustration. But as Schein, one of the founders of the field of organizational psychology, suggests having a better understanding of cultural issues in groups can help decipher priorities and perspectives of the individuals. I think Schein explains it best in his statement,
“Culture is the result of a complex group learning process that is only partially influenced by leader behavior. But if the group’s survival is threatened because elements of its culture have been maladapted, it is ultimately the function of leadership to recognize and do something about the situation” (Schein. 273).
European Renaissance Leaders v. Information Renaissance Leaders
Leaders from the European Renaissance are fantastic models to the aspiring leader of the Information Renaissance. Dr. Jay Edwin Gillette, a Professor of Information and Communication Sciences, discusses this in length in his piece entitled Leadership for the Information Renaissance: Clarity, Challenges, Opportunity. Dr. Gillette describes the leaders of yesterday such as Leonardo da Vinci and Vittoria Colonna to be relevant to the Information leader. Although times have changed the basics that are found in leadership appear to remain. For example, Vittoria Colonna, used her relationships and friendships that would be viewed similar to that of “networking” in the business world today. Also, she was involved in political and cultural issues during that time (Gillette, 9).
Although political, cultural and environmental standards were different from that of today’s society, Dr. Gillette explains that the foundation is still present. “These foundation personal and educational attributes lead to professional behaviors we value in the professional world-adaptability and utility”, states Dr. Gillette (Gillette, 9).
Personal Views
As I have stated before, I believe that the meaning of leadership is an extremely sophisticated and complex topic. Knowing the historical background and studying others views on the subject help to create a more solid and educated understanding. I believe that leaders do not rise alone. Followers, culture and environment have a hand in creating that leader. The leader gives its followers a voice and in turn the follower is searching for that individual that fulfills their expectations.
Bibliography
Gillette, Jay. (2006). Leadership for the Information Renaissance: Clarity,
Challenges, Opportunities.
Leadership Perspectives: Influence, Inclusion, and Idiosyncrasy Credit. (2008).
The New York Academy of Sciences. Retrieved on February 4, 2008
from http://www.nyas.org/events.
Schein, Edgar. (1995). Defining Organizational Culture. In The Leaders
Companion (pp.271-281). New York, N.Y. The Free Press.
Swatez, J. Marc & Wren, Thomas J. (1995). The Historical and Contemporary
Contexts of Leadership: A Conceptual Model. In The Leaders Companion
(pp.245-252). New York, N.Y. The Free Press.
Wren, J. Thomas. (1995). The Leader’s Companion: Insights on Leadership
Through the Ages. New York, N.Y. The Free Press.