By Dr. Michael Maccoby
Leadership
training has become a multi-billion dollar global industry. The reason for this
growth is that organizations, faced with new technology, changing markets,
fierce competition, and diverse employees, must adapt and innovate or go under.
Because of this, organizations need leaders with vision and the ability to
engage willing collaborators. However, according to interviews with business
executives reported in the McKinsey Quarterly, leadership programs are not
developing global leaders. And despite all the costly leadership training,
Gallup surveys show that less than one third of employees in the U.S. and
U.K. are engaged in their work.
Not only do these programs fail to develop leaders, executives tell me they can be destructive by wrongly assuming that one model of leadership fits all cultures and roles. The training sometimes clashes with the organization’s culture.
Not only do these programs fail to develop leaders, executives tell me they can be destructive by wrongly assuming that one model of leadership fits all cultures and roles. The training sometimes clashes with the organization’s culture.
Can
leadership really be taught? I’ve learned that people with leadership qualities
can be helped to become more effective leaders. But no amount of training will
make some people into the leaders organizations need.
What
are the natural qualities of leadership? The answer follows from the difference
between management and leadership. Management has to do with administering
processes and getting tasks done. It doesn’t even require managers. I’ve worked
with organizations where teams of workers share management functions. A manager
can give the functions of management to others. Management can be taught.
Leadership is a relationship in a context. A leader cannot give away his or her
particular relationship to followers. But why and how people follow the leader
depends on the needs and values of followers as well as the qualities of the
leader.
People
follow a leader either because they have to or because they want to. People
follow dictators out of fear. They are seduced by demagogues.. But neither
dictators nor demagogues will gain the collaborative and creative followers
organizations need. The natural qualities of a collaborative leaders start with
a purpose and passion for improvement that connects with followers. This
improvement may be the quality of life, population health, economic
development, human development, productivity. Leaders energize organizations
with their purposeful passion.
Many
of those who flock to leadership programs lack this kind of purpose and
passion. Rather, their purpose is punching the ticket needed for promotion,
especially when it comes with a certificate from a prestigious program. They
can be taught to understand themselves and others, listen to others
respectfully, and communicate more effectively. Although these skills may
strengthen leaders, they do not create leaders.
I
have found that leadership development is best done starting with the people at
the top of an organization. The focus is on creating a leadership team that
shares a leadership philosophy. This includes the purpose of the organization,
the practical values essential to achieve that purpose, the criteria for
ethical and moral decision making, and the measurements that will support the
values and purpose.
It
is also important to discover the personalities of leaders and how their
intrinsic motivations best fit different leadership roles. Some are
visionaries, some are operational experts, some are motivated to help people or
to create collaboration. They need to share a leadership philosophy and learn
to work as a team.
My
book, Strategic
Intelligence, Conceptual Tools for Leading Change presents the elements
of leadership development with useful exercises. It is based on 40 years of
working and collaborating with CEOs and top management of global organizations:
banks, engineering companies, high tech companies, government policy makers, international
financial institutions, unions and universities. It also includes what I have learned working
with great thinkers: Erich Fromm on personality, Russell Ackoff and W.
Edwards Deming on organizational transformation.
More information can also be found in our book, Transforming Health Care Leadership: A Systems Guide to Improve PatientCare, Decrease Costs, and Improve Population Health.