Written by: gfesadmin on October 18, 2012

In their book “Handbook of Leadership Theory and Practice,” Mayo and Nohria points out that, “Although we find evidence of a prototype design in leadership research, there is no clearly dominant theoretical perspective on leadership.” While this statement may in fact be true, it hasn’t stopped researchers and people from the general public alike from theorizing and speculating about what goes in to the making of a leader? In other words, how exactly are we to know when a person has what it takes to legitimately be called and more, trusted as a leader?

The question over what goes into making a leader is not a new question? In the book of I Samuel 9, the people of God had cried out to the Lord for a king. The people chose Saul we are told because there was not another man as handsome or tall. While when we read that at first glance it may seem to be shallow (and it is), it seems that to some degree we still employ the sight test. In fact, I can remember vividly back in my L.A. County Sheriff’s Academy days, we were instructed that we were going to be given the choice to pick our class Sargent. This individual had to be someone that displayed outstanding leadership qualities and character. Several minutes later the approved candidates that were selected for us to vote on were presented before us. They were by far the most beautiful people in our class and two represented the tallest in our class.

Mayo and Nohria postulate about this kind of selection that, “Initially, leadership research was launched from a psychological perspective and with the overriding assumption that leaders were somehow different and in possession of special, unique, or extraordinary personality attributes, abilities, skills, or physical characteristics that others did not have (e.g., Stogdill, 1948).” After the election of our class sergeant, I also remember thinking, “What again makes this guy so special?” while I don’t think that I was jealous, I do think that I registered the protest because I didn’t feel that we were given the opportunity of legitimate selection.

I believe that research in the field of Organization Behavioral Leadership has come a long way. I agree with the authors when they say, “Leadership involves plumbing as well as poetry”; leadership research, however, seems to emphasize plumbing over poetry.” They go on to say that, “Poetry involves inspiration and values-when leaders create meaning, purpose, and mission beyond the work at hand-while plumbing involves mechanics-what leaders do in order to be effective. Furthermore, I believe that it is the fusing of both of these and perhaps I’d add an additional one, seek what’s best for the greater good of all or the organization. I say that because in my experience, selfish leaders tend to focus small. While the most effective leaders have had a vision and purpose that is much larger than themselves.

Take John Perkins for example, Perkins is the writer of the book “Let Justice Roll Down.” He is also known as the Voice of Calvary. Perkins is a phenomenal leader in the state of Mississippi. He had this to say about his newly discovered leadership model in the church, “The Church, as the Body of Christ, is the replacement of Christ’s own body in this earth and in our community. That means we are to continue living out the life of Christ on earth and in community.” This revelation of leadership has led Perkins to disciple/lead hundreds and perhaps thousands to become those who lead both in the world and in the community with the development of people from their felt need to their ultimate spiritual need.

In the end, we can continue to study and develop Organization Behavioral Leadership models ad nausium. However, what matters most is in my estimation, is not that we have the scientific formula right, but that we have the most effective result that honors both God and human kind.

 Nitin Nohria;Rakesh Khurana. Handbook of Leadership Theory and Practice (p. 141). Kindle Edition.

Nitin Nohria;Rakesh Khurana. Handbook of Leadership Theory and Practice (p. 122). Kindle Edition.

Nitin Nohria;Rakesh Khurana. Handbook of Leadership Theory and Practice (p. 120). Kindle Edition.

About the Author

gfesadmin