I interpret Talglam’s ideas that leading is about promoting develop. From the six theories discussed in the class, only two stand out that center around the development of follower, and those are path to goal theory and Leader Member Exchange (LMX). Neither of these theories I have heard of before taking the class. The other theories such as trait, skill, situational theory centers around the development of leader skills to assess and lead accordingly. With no doubt these conductors Talgam discusses have the skills to be in the podium, but the execution, in other words how their message gets across are different.
Whalen (2007) stated, communication does not happy in your mind; it materialized in the other person mind (p. 13). I also recall about 55% of communication is through body language. Each conductors interpretation of how to lead was different with the first clip of the Vienna Philharmonic Orchestra, the conducts fingers were jiving with the movement of his wrist and a smile on his face. When asking the audience about him Talgam (2009) stated he was happy and the important thing is this happiness does not come from only his own story and his joy of the music (03:16). Talgam (2009) continued the joy is about enabling other people’s stories to be heard at the same time (03:16).
Majuru & Grigore (2015) examined a comparatively analyze, at a distance of centuries, gestures and examples of good practice regarding the social mechanism by means of which a young person might be calibrated into a leader of his / her generation and presents several performance models that may contribute to the development of those leaders that society needs so much (p. 161). Leaders can give anything up, but responsibility (Majuru & Grigore, 2015, p. 161). Talgam’s interpretation of the second conductor, Muti’s, style was commanding and a bit over clear. I interpret this as the directive style of leadership and when asked Muti, stated he is responsible for telling the only story to be told as he understands it. Furthermore, I believe as a leader its okay to be clear, but manage it enough to know at some point your vision can be reached but not in the way sometimes that is in your control. The LMX theory leadership making in three stages and it seems Muti and how others believed to be stuck in the stranger phase. Muti lacked opennesses, but had conscientiousness, two of the big five personalities from the trait approach. Leaders must acknowledge they receive knowledges as much as the followers are building up theirs and should leave some things for the follower to control so the leader can level up their knowledge. In my experience, I have seen leaders engage followers at the same time they are taking in new information. This is encouraging but at the same time the leaders momentum to lead slows to moderate neuroticism and then falls into delegating to a point the leader then moves into another role. I started to think about that as Talgam introduced the third conductor.
This conductor was intriguing because his concern was more about the ensemble listening to each other, and he conducts closing his eyes at times. Talgam then flashed back to the first conductor, Kleiber, with his bold moves, Talgam (2009) interpreting that he his opening a space for another layer of interpreting (12:49). He goes on further to talk about partner building. Muti was ask to resign do to the lack their of from his orchestras interpretation of them as partners but as instruments when they are much more. Leaders must acknowledge space for growth and error. I’m a strong believer in learning from mistakes and when Talgam played a few instances of the Kleiber eyes moved when a soloist didn’t perform as intended acknowledging authority still exist but not enough to make people partners.
Kleiber not only creates a process, but also creates the conditions in the world which this process takes place (Talgam, 2009, 16:24). There is no one universal process for effective leadership but I do interpret leadership as a partnership in ways that collaboration is key but when something goes wrong, there is someones everyone turns to for support. The last video had the conductor who closed in eyes folding his arms, at most over time I imagine leaders get to a point when they are just observing those they lead doing what they were taught effectively, that they are leaders in their own right. His face expressions were moving to the music, seeing the pleasant gestures of not lifting the baton, and the orchestra is telling the story.
Talgam (2009) concluded doing without doing (19:01). In my opinion, most of Talgam's interpretation parallels with the theories mentioned above, and I learned leadership takes into account the behaviors of the follower, sensing what works and doesn't work for them. For example, with the orchestra being partners then just instruments. If they saw themselves as more then, they would shoot to be on the podium but they are find with spreading their passion and skills from where they are in the orchestra. Leadership is about considering not only what you are good at and effectively executing but acknowledging was does work for those following.
Majuru, A., & Grigore, A. M. (2015). How to build a leader? Manager, 21(1), 161-169.
Talgam, I. (2009, July). Lead like the great conductors. Retrieved September 11, 2016, from http://www.ted.com/talks/itay_talgam_lead_like_the_great_conductors
Whalen, D. J., & Ricca, T. M. (2007). The professional communications toolkit. Thousand Oaks, CA: Sage Publications.
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