I'm sad to report that in the past few years, ever since uncertainty became our insistent 21st century companion, leadership has taken a great leap backwards to the familiar territory of command and control.
Margaret J. WheatleyRead
Leadership is a series of behaviors rather than a role for heroes.
Interpretation
Leadership involves consistent actions and behaviors, not just a title or status.
This quote by Margaret J. Wheatley emphasizes that true leadership is defined by the actions and behaviors exhibited by individuals rather than merely holding a position of authority. It suggests that effective leadership is accessible to anyone willing to demonstrate the right qualities and actions, rather than being the domain of a few exceptional individuals or 'heroes'.
In practice
In a corporate meeting, this quote could inspire colleagues to recognize the importance of their actions in leadership roles.
I'm sad to report that in the past few years, ever since uncertainty became our insistent 21st century companion, leadership has taken a great leap backwards to the familiar territory of command and control.
In our daily life, we encounter people who are angry, deceitful, intent only on satisfying their own needs. There is so much anger, distrust, greed, and pettiness that we are losing our capacity to work well together.
Even though worker capacity and motivation are destroyed when leaders choose power over productivity, it appears that bosses would rather be in control than have the organization work well.
Our willingness to acknowledge that we only see half the picture creates the conditions that make us more attractive to others. The more sincerely we acknowledge our need for their different insights and perspectives, the more they will be magnetized to join us.
They have eliminated rigidity, both physical and psychological, in order to support more fluid processes whereby temporary teams are created to deal with specific and ever-changing needs. They have simplified roles into minimal categories; they have knocked down walls and created workplaces where people, ideas, and information circulate freely.
It's not differences that divide us. It's our judgments about each other that do.
One of the greatest joys of leadership is assembling and knitting together teams of fantastic people.
If people who have to work together in an enterprise trust one another it is because they are all operating to a common set of ethical norms....such a society will be better able to innovate...since the high degree of trust will permit a wide variety of social relationships to emerge.
I respect people who feel things passionately. I do. But when someone is a judge, that is not what they should bring to the bench. It is not really passion, except in rare instances, that serves the bench well. It is, rather, an ability to understand the law and follow it.
In management, the first concern of the company is the happiness of people who are connected with it. If the people do not feel happy and cannot be made happy, that company does not deserve to exist.
Public servants say, always with the best of intentions, 'What greater service we could render if only we had a little more money and a little more power.' But the truth is that outside of its legitimate function, government does nothing as well or as economically as the private sector.
If there is such a thing as good leadership, it is to give a good example. I have to do so for all the Ikea employees.
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