Leading With The Facts

I have been watching "leaders" lately to see what I find similar or different about them. The most convenient place for observation is obviously the media. Some leaders seem to influence through a moral argument that what they propose is the right thing to do. Some make the case for historical comparison, that what they propose is similar to an event or process that was successful in the past. Some build an argument that time is of the essence since elements are coming together that require a timely response, while yet others say that action should not chosen without clear, on-the-ground information that justifies the action. I would suppose there are times when each of these approaches fit the need of leaders. Clearly there are times when urgency precludes the time it might take to gather sufficient information to know beyond doubt what to do. It is also that we place on leaders that they make every effort to lead with a clear moral intent. The fuzziness here comes with one's choice of moral field. Is it the greatest good for the greatest number, or is it defense of the few against the greater number giving voice to the voiceless? I would suggest that there are almost always more facts available for situations than are brought to bear on the decisions of leaders. There is a human dilemma that creates great stress when some of the facts do not support what we thought we wanted to do. In a day when technology allows much more information to be gathered from many more sources more quickly, I believe I will follow the leader who makes every effort to know the knowable. If that turns out to be blindsided later by new, now knowable facts, I will certainly accept the error. Should a leader make a case on other grounds and miss the mark, I am likely less supportive. When I am the leader I would hope for a similar response. Want to lead, do your homework.

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Purpose of Leadership

The purpose of leadership has been defined by numerous authors, the most common being that leaders inspire others to respond to a vision of the future and become motivated to help achieve that future. In general that definition probably applies to business, politics, religion, and most other formal and informal settings. It is noteworthy that the definition does not indicate the vision need be moral, worthwhile, needed, or beneficial. What seems to be true is that those who follow leaders become convinced that their own personal self-interest is addressed by following. This would certainly be true of those who follow gang leaders. Their safety, inclusion, monetary gain, and personal power can all be at stake. At time the decision to follow may be to weigh the benefit of following against the cost of not following. It would probably imply a high personal cost to have said "no thanks" to Hitler, or Mao, or perhaps even Osama bin Laden.
Usually beneficent leadership requires that the promoted vision of the future includes not only personal well-being, but a positive outcome for numerous others. It is clear that many of us embody a desired vision of a better business, community, church, or world. Only some rise to requirements to lead us to such potential ends. Some succeed and some fail, but most obtain our admiration and often our allegiance.
In a political year we probe our candidates for their vision of a preferred future, and attempt to measure their capability to lead us to that future. It is easy for one to speak of a dream, and less easy to speak of how one builds the road to such a dream. Whether we are trying to lead our families, our church, business or community, we face a similar dilemma. Can we articulate a future that is both desired and doable? If so, what are the competencies needed to be that effective leader?

Starting the Discussion - Leadership

The subject and practice of leadership has focused my attention all my life. I have been fascinated by men and women who exhibit the behaviors that motivate others to follow their vision. I have also been astonished at the many situations in which leadership was desperately needed and so obviously absent. I have engaged in scholarly pursuits of leadership and in practical applications. Though the dissertations were informative, it is the engagement with leaders in the process of enhancing their leadership impact that has most motivated me. In this blog I invite all those with similar concerns and observations about the presence and absence of leadership to share your insights.
Leaders may have any number of technical areas of expertise, but it appears that the qualities of their humanness is what sets them apart. Leaders in whom I have deep respect exhibit an integrity that is palpable, a humility that is endearing, and a courage to move themselves and others to do what needs to be done.
I hope you will share with me what you experience as the most essential criteria of leadership and your experiences of becoming one or working with other leaders. I cherish the opportunity to learn from you.

Larry

Dr. Larry E. Webb