25 Jun A New Conception of Leadership – Part II
The Part I of A New Conception of Leadership covers the first group of ten leaders’ qualities that come from this new conception of leadership.
In this second part, you will learn 10 more qualities such as integrity, authenticity, responsibility and more.
What are these new leaders’ qualities within the new conception of leadership?
What do leaders know?
11. That integrity give access to leadership. It is the difference in leadership that makes the difference. Integrity is not simply being your word or being honest, it is doing whatever it takes to experience yourself as being whole and complete, nothing out of sorts, nothing “off north”.
12. That being authentic means more than finding your real or self. Being authentic is a very specific way of engaging with others (in our community). Being authentic means engaging with people as their possibilities, relating to them as their potential, not their story about themselves. To relate this way with others we first develop the capacity to relate to ourselves in this way. So, to be authentic is to recognise that who I am is my possibilities and to engage with my life in this way, unconstrained by what others, habits or social discourse try to impose on me.
13. That in the new world view responsibility is not duty, obligation, guilt, fault, blame, shame or burden. That in the moment between something happening (stimulus) and our reaction to it (response) there is a moment of choice. Our ability to choose our response in that moment is responsibility. It is our ability to take ownership or our own reactions, responses, meanings, perceptions and interpretations about people, events, situations and circumstances.
14. That problems are separate from people. That problems do not reside inside people and people are not their problems. This can be summed up in the aphorism “the problem is the problem, not the person”.
15. That we are all connected, there is no other. The discoveries of the past few decades in quantum physics, neuro-science, ecology and other new sciences put into question all our assumptions and beliefs about commerce, conflict and competition.
16. That language shapes our experience of reality. New discoveries in the fields of linguistics and communication demonstrate clearly how the language we use in organisations impacts our experience of time, diversity, autonomy, effectiveness, empowerment, engagement and personal agency.
17. That “resentment is like drinking the poison and hoping the other person dies!”. That forgiving does not mean condoning, and surrender (letting –go) is not weakness.
18. That the leader’s job is to create context. Context comes first. Context not only affects, but actively shapes the meaning we assign to things. Everything a leader says or does is understood in the context they have created and composed for their group, team or organisation.
19. That the leaders essential journey is towards discovering and embodying The Moral imagination – our hidden human capacity to perceive things at a deeper level than initially meets the eye, to pay attention to the invisible or the unspoken, to reshape or reframe events and to envisage and give birth to new possibilities –
20. That leadership means actively and consciously standing for something; it means taking a stand. Being a leader as a stand implies not settling for what the prevailing conditions predict. Taking a stand is to give yourself to something bigger than you know yourself to be.
These times call for a different kind of leadership. We all need to let go the past, and be fully committed to leadership for the future.
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