Denning (2011) examined leadership more directly in his final chapter stating explicating what king of leadership he discusses that has several dimensions (p. 236).
One dimension is the interactive leader worked with the world rather than against it (Denning, 2011, p. 236). The best visual of this concept is a practitioner of Judo, as Denning (2011) described someone who can overcome stronger adversaries by catalyzing and channeling his or her energy (p. 236). Second dimension is interactive leadership adds and subtracts elements from the leadership palette (Denning, 2011, p. 236). This is more reflective on interactive leadership going hand and hand with traditional management but as Denning (2011) stated subtractive by setting aside techniques of manipulation. Third dimension is interactive leadership builds on personal integrity and authenticity (Denning, 2011, p. 236). Values that reflect behavior become infectious. The last two are interactive leadership doesn't depend on the possession of hierarchical authority and benefits from a understanding of the different narrative patterns to get things done in the world (Denning, 2011, p. 237).
Interactive leadership engages in active participation. These dimensions impact the way the future can be led as more leaders understand what it takes to be an interactive leader.
Working with the world rather than against it, means to me, to transform thinking and behavior to be congruent with passion to connect with others to do the same. For example, as a team leader in training, consistent training reviews are unfamiliar to working group, and rather than forcing it on them, work with them finding the source of reluctancy. Oftentimes, the controlling mode of management as described by Denning (2011) weakness is that it pursues its goal under the pretense of providing impregnable certainty and strength (p. 238), seen quite often as empty promises. But instead of stopping to have a conversation about it, connect the value and care to understand individual group struggles that relate to the entire group and work to unravel the frustrations applying training techniques and referencing resources for other to visit as needed. For future, I would take Ken Blanchard’s advice to review the change in an organization causing stress and that people would not hear the benefits of such change because they have concerns that are more important. Blanchard suggest sharing the information knowing you have concerns, hearing personal concerns, taking questions, and sharing how the change will be implement (00:54-1:50).
The dimension of interactive leadership not depending on hierarchy authority is something all leaders should remember that it goes beyond a title to be a leader.
Anderson & Anderson (2002) have their own thoughts in the published Beyond Change Management Book, stating to truly transform your organization, you must learn to transform your own mindset’ (Anderson & Anderson, 2002, para. 1). Who is to say every person hired by organization is not already a leader? Keeping an open mind about various forms of leadership styles, such a delegation, supportive and coaching motivate other leaders. Set aside ego, or accolades of what was already accomplished doesn’t help get us closure to accomplishing what could be in the future if we can’t leave what we did stay in the past (especially if it didn’t turn out the way we planned).
Reflecting on the past is great but it should’t be a template for the future. For example, when transferring the duties of elected official for an organization, my plan is be an interactive leader by encouraging free thought with known boundaries. Encouraging my successor that people in position both regionally and nationally actions are weighted the same as people in positions locally. To clarify, if you are not getting the support you need locally despite the discouragement, reach out to those nationality for assistance, giving a concrete example of when I questioned a regional official and consulted with national representative to get support to complete my tasks. I always say people in positions of influence are just like me, people, they just have an audience watching their every move, when I just have those who care about me check in with me from time to time. Having positive thoughts on how my ideas have power, regardless of hierarchy, then I can enlist the hierarchy for assistance or help change the hierarchy and if more people are able to see themselves as shareholders in every aspect of their life, it can reshape the future.
As Denning (2011) stated a narrative depends on emotional intelligence to work to achieve practical outcomes. In the dimension of understanding different narrative patterns to get things is core of strong leadership to ignite a call to action and even a movement. In today’s society, complacency sometimes describe reality. Schlenker & Pontari (2001) stated excuses enjoy the reputation of being universally condemned while being universally used. Striving to go beyond one single narrative an example of perseverance understand various points of views.
For example, when troubleshooting issues a work, my group is told to go through another group that filters for issues, and if they are able to solve, if not it gets elevated to the next group, who happens to be the process developers. They do not want employees to contact them directly however, I’m often faced with minimal detail or even dismissive claims from the group in between to get a well rounded answer (dissecting of the issue, potential solutions and ways to prevent it in the future). I’ve relied on personal contacts in the process developers group to review my issues as they are dismissed or single word answers such as to contact another group or ridicule for not taking the necessary steps to resolve myself. To submit it up the group in between, has a transactional leadership approach and most try to avoid them. But one case, I reached out to all my contact, followed their unhelpful advice to contact someone else, and still didn’t get any help. Calling my personal process developer contact, they suggested I write directly to them copying everyone who would normally be involved before contacting them. When I did, I got a response the same day that was satisfying clarifying the issue, with a solution. With limited time to diagnose the issue myself, it would have been tedious for me to see the issue outright because I needed to see it from another perspective to be effective and move along. Challenging the existing narrative I look forward to doing more in my personal life and professional life. In the future, understanding these dimensions will make me an effective transformational leader.
Anderson, D., Anderson, L. A., & Books24x7, I. (2002). Beyond change management: Advanced strategies for today's transformational leaders (1. Aufl.;1; ed.). US: Pfeiffer.
Blanchard, Ken "Change Strategy" Ken Blanchard Companies 11 September, 2008. Retrieved from https:/www.youtube.com/watch?v=RmK6yY-ZfiE
Denning, S. (2011). The Leader's Guide to Storytelling: Mastering the Art and Discipline of Business Narrative. San Francisco, CA: Jossey-Bass.
Schlenker, B. R., Pontari, B. A., & Christopher, A. N. (2001). Excuses and character: Personal and social implications of excuses. Personality and Social Psychology Review, 5(1), 15-32. doi:10.1207/S15327957PSPR0501_2
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