{"id":28405,"date":"2022-03-18T19:12:03","date_gmt":"2022-03-19T02:12:03","guid":{"rendered":"https:\/\/blogs.georgefox.edu\/dlgp\/?p=28405"},"modified":"2022-03-18T19:12:03","modified_gmt":"2022-03-19T02:12:03","slug":"unlocking-the-mystery-of-leadership-from-the-perspective-of-a-confused-follower-leaders","status":"publish","type":"post","link":"https:\/\/blogs.georgefox.edu\/dlgp\/unlocking-the-mystery-of-leadership-from-the-perspective-of-a-confused-follower-leaders\/","title":{"rendered":"Unlocking the Mystery of Leadership: From the perspective of a Confused Follower\/Leaders"},"content":{"rendered":"\r\n

What is leadership exactly? Are leaders made or born?[1] Is leadership leader centered, follower focused or product driven? Does morality [2] and ethics [3] play are role in how leaders lead? Do men make better leaders than women? [4] If so, is just perspectives or are there actual traits and behaviors [5] that contribute to that mindset? What is the best way for leaders to influence, encourage, and motivate [6] their followers? Is the goal of leadership inclusive, [7] adaptive, or transformational? Questions, questions, questions, are there any definitive answers? The questions, lists of possible theories and possible answers seem endless. Professor Emeritus Peter G. Northouse, best-selling author utilizes his thirty years of experience of university undergraduate and graduate instruction in communication to compile a textbook to engage these very questions, Leadership: Theory and Practice<\/em>. [8]<\/p>\r\n

Northouse\u2019s textbook of leadership includes research from communication, psychology, sociology, he even draws in religion perspective in its influence within particular leadership theories. This systematic look at the progression of leadership over the last century clearly states the descriptions, functional implementation, strengths, weaknesses, and application of each of the fifteen theories in the book. These theories all substantiated with the current research in the area. Northouse closes each chapter with case studies, an applicable leadership instrument reflective of the theory, and a concise summary.<\/p>\r\n

The overarching definition Northouse uses of leadership is central to understanding and interpreting the information within the pages of Leadership: Theory and Practice<\/em>:
\u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0\u201cLeadership is a process whereby an individual influences a group
\u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0of individuals achieve a common goal.\u201d [9]
This definition establishes that there are multiple entities that are mutually affected and interactive within a process for the purpose of achieving something. And it is the leader that exerts influence, in some form within a group of individuals to enable the effective fulfillment of common goals. [10] <\/p>\r\n

Any responsible leader who picks up this book will find themselves in reflective analysis of who they are as a leader, and why they lead in a particular manner. Before I picked up this book on Monday, I was already asking questions. My questions were prompted by a chance meeting with my field supervisor on my walk in the forest. Following that brief encounter, I was reminded that my values, philosophy and style of leadership is quite different from my supervisor. The deeper I got into my cursory read of the book the clearer my internal conflict with my sending agency became. Although, I am not sure yet what Jesus is asking me to do with this information it is clearer. <\/p>\r\n

Northouse describes the social power of a leader within an organization as encompassing two types, that of Position Power or Personal Power. [11] This was my first moment of clarity. Organizational leadership believe that they lead from a position of personal power. This implies that they have earned authority with their followers based on meaningful relationship (Referent Power) and demonstrated competence (Expert Power). [12] However, they have not developed enough of a relationship with their followers to have earned referent power, and all too often no one can explain how a particular individual got the position they are in. Both of which create doubt and confusion among the followers. Authentic emergent leaders within the organization that confront the inconsistencies are met with punitive (Coercive Power) [13] response or a new criterion (Information Power) [14] that must be met. I would argue that leadership maybe reacting from an unconscious bias that is causing a gap between the perceived leadership power and that which the constituents actually experience. [15] <\/p>\r\n

Unfortunately, I have seen this type of confrontation of the status quo lead to positional leaders use coercive power to punish [16] or remove the troublemaker from the organization. [17] Organizational leadership\u2019s lack of awareness of how they function results in incongruity and ambiguity that damages relationships while inviting attitudes of skepticism. [18] Bren\u00e9 Brown in Daring Greatly<\/em> [19] would say that there is a serious gap that needs to be minded. She would say that the distance between the identity of the organization (culture: who we are), or leading from a position of personal power, and the implementation (strategy: game plan) needs to be bridged. But if leadership is not opened to receive input or to engage in conversation is a bridge realistic?<\/p>\r\n

This gap extends to other theories as well. I am not sure how much I want to reveal here. Let me just say that there is a gap between the messaging of being an organization that embraces Transformational [20] leadership but have more in common with Impoverished Management [21] and Paternalism\/Maternalism. [22]<\/p>\r\n

Where does that leave me? I will choose to focus on further defining me and my leadership style. I will obediently wait for Jesus to reveal the path he has promised he is preparing. Finally, this confused follower\/leader will read the Leadership<\/em> with greater motivation.

________________________________________
1 Peter Guy Northouse, Leadership: Theory and Practice, Ninth Edition (Thousand Oaks: SAGE Publishing, 2021), 8.
2 Ibid., 14.
3 Ibid., 422.
4 Ibid., 394.
5 Ibid., 84.
6 Ibid., 132.
7 Ibid., 322, 461.
8 Northouse, Leadership.
9 Ibid., 6.
10 Ibid.
11 Ibid., 12.
12 Ibid., 11.
13 Ibid.
14 Ibid.
15 Pragya Agarwal, Sway: Unravelling Unconscious Bias, 2021, 18.
16 Northouse, Leadership, 11.
17 Agarwal, Sway, 19.
18 Ibid.
19 Bren\u00e9 Brown, Daring Greatly: How the Courage to Be Vulnerable Transforms the Way We Live, Love, Parent, and Lead, 1st ed (New York, NY: Gotham Books, 2012), 173.
20 Northouse, Leadership, 185.
21 Ibid., 89.
22 Ibid., 90.<\/p>\r\n","protected":false},"excerpt":{"rendered":"

What is leadership exactly? Are leaders made or born?[1] Is leadership leader centered, follower focused or product driven? Does morality [2] and ethics [3] play are role in how leaders lead? Do men make better leaders than women? [4] If so, is just perspectives or are there actual traits and behaviors [5] that contribute to […]<\/p>\n","protected":false},"author":140,"featured_media":0,"comment_status":"open","ping_status":"open","sticky":false,"template":"","format":"standard","meta":{"_acf_changed":false,"_monsterinsights_skip_tracking":false,"_monsterinsights_sitenote_active":false,"_monsterinsights_sitenote_note":"","_monsterinsights_sitenote_category":0,"footnotes":""},"categories":[1],"tags":[1519,2208,2265,2267,2266,2244,35,2259,2245],"class_list":["post-28405","post","type-post","status-publish","format-standard","hentry","category-uncategorized","tag-brenebrown","tag-daring-greatly","tag-improvished-management","tag-maternalism","tag-paternalism","tag-agarwal","tag-leadership","tag-peter-northouse","tag-sway","cohort-lgp11"],"acf":[],"_links":{"self":[{"href":"https:\/\/blogs.georgefox.edu\/dlgp\/wp-json\/wp\/v2\/posts\/28405","targetHints":{"allow":["GET"]}}],"collection":[{"href":"https:\/\/blogs.georgefox.edu\/dlgp\/wp-json\/wp\/v2\/posts"}],"about":[{"href":"https:\/\/blogs.georgefox.edu\/dlgp\/wp-json\/wp\/v2\/types\/post"}],"author":[{"embeddable":true,"href":"https:\/\/blogs.georgefox.edu\/dlgp\/wp-json\/wp\/v2\/users\/140"}],"replies":[{"embeddable":true,"href":"https:\/\/blogs.georgefox.edu\/dlgp\/wp-json\/wp\/v2\/comments?post=28405"}],"version-history":[{"count":2,"href":"https:\/\/blogs.georgefox.edu\/dlgp\/wp-json\/wp\/v2\/posts\/28405\/revisions"}],"predecessor-version":[{"id":28408,"href":"https:\/\/blogs.georgefox.edu\/dlgp\/wp-json\/wp\/v2\/posts\/28405\/revisions\/28408"}],"wp:attachment":[{"href":"https:\/\/blogs.georgefox.edu\/dlgp\/wp-json\/wp\/v2\/media?parent=28405"}],"wp:term":[{"taxonomy":"category","embeddable":true,"href":"https:\/\/blogs.georgefox.edu\/dlgp\/wp-json\/wp\/v2\/categories?post=28405"},{"taxonomy":"post_tag","embeddable":true,"href":"https:\/\/blogs.georgefox.edu\/dlgp\/wp-json\/wp\/v2\/tags?post=28405"}],"curies":[{"name":"wp","href":"https:\/\/api.w.org\/{rel}","templated":true}]}}