{"id":34363,"date":"2023-11-30T00:29:39","date_gmt":"2023-11-30T08:29:39","guid":{"rendered":"https:\/\/blogs.georgefox.edu\/dlgp\/?p=34363"},"modified":"2024-03-08T10:54:22","modified_gmt":"2024-03-08T18:54:22","slug":"grandmas-to-the-rescue","status":"publish","type":"post","link":"https:\/\/blogs.georgefox.edu\/dlgp\/grandmas-to-the-rescue\/","title":{"rendered":"Grandmas to the Rescue!"},"content":{"rendered":"

I’m embarrassed to confess that I have not read many books on leadership prior to this doctoral program and I was not given to thinking of myself as a leader. I simply considered myself a good follower. Reading Leadership: Theory and Practice, Ninth Edition<\/em> by Peter Northouse was fascinating and presented a thorough and broad perspective of leadership styles and theory in one well researched, referenced, and updated text. The practical information will prove useful as I evaluate my strengths and weaknesses as a leader, explore new approaches to leadership, and expand my understanding of leadership as influence. The multitude of assessments have been enlightening. However, I cannot figure out how to score the Leadership Trait Questionnaire. Maybe it\u2019s \u201cGrandma brain!\u201d I am on extended full-time grandma duty.<\/p>\n

Defining Leadership <\/em><\/p>\n

Northouse\u2019s definition of leadership is concise and foundational for understanding leadership, \u201cLeadership is a process whereby an individual influences a group of individuals to achieve a common goal.\u201d[1]<\/a> Northouse states, \u201cWhen a person is engaged in leadership, that person is a leader, whether leadership was assigned or emerged.\u201d[2]<\/a> In other words, a leader need not be designated and recognized in order to lead and influence others. This brings to mind a rather confusing moment when a church congregant insisted that I was the leader of a non-existent ministry within the church. I wondered how that was possible. I held no position of leadership and there was no official ministry in place. Yet somehow, I was IT!<\/p>\n

Followership as Influence<\/em><\/p>\n

Northouse offers clarity when he links the roles of leader and follower as inter-related in the leadership process.[3]<\/a> One theory suggested leadership is a co-created process.[4]<\/a> Leaders and followers need each other. I am visualizing leaders and followers engaged in a mutual dance. One leads. One follows. Both have specific combinations of steps and situations in which they must cooperate and move together to create a unified flow in order to reach a common goal. A common goal is critical as the influence of followers can be underestimated. As Northouse puts it, \u201cYou cannot have leaders without followers.\u201d[5]<\/a> Followership is defined as, “a process whereby an individual or individuals accept the influence of others to accomplish a common goal.\u201d[6]<\/a> I appreciate that Northouse points out both the leader and the follower share a moral obligation as the character and behavior of followers impacts leaders and outcomes.[7]<\/a> The experience with the congregant was not positive. I did not come away thinking I was an emergent leader. Rather, that I was being manipulated by an unhealthy follower. Chapter 13 was particularly helpful in identifying what makes effective and ineffective followers. Followers have responsibilities. The reading brings up good questions for personal reflection. How are my followership skills? How might my experiences as a follower influence my leadership? Are there any derailers I need to attend to as a follower?<\/p>\n

Interlude<\/em><\/p>\n

As I headed into the next section, I was interrupted by a cute little boy peeking into my room asking if I was awake and ready for morning snuggles. I am not making this up! My youngest grandson has been my early morning buddy all week and our conversations have been sweet. Sublime!<\/p>\n

An Intriguing Model: Transformational Leadership<\/em><\/p>\n

There were several approaches to leadership that resonated. Servant leadership, also covered by Simon Walker, authentic leadership, and adaptive leadership were of particular interest. However, it was transformational leadership that intrigued and inspired me the most, but it comes with what is in my opinion a rather strong WARNING! Northouse writes, \u201c\u2026transformational leadership is the process whereby a person engages with others and creates a connection that raises the level of motivation and morality of both the leader and the follower. This type of leader is attentive to the needs and motives of followers and tries to help followers reach their fullest potential.\u201d[8]<\/a> Though this approach focuses on treating followers with dignity, and is concerned with emotions, values, and ethical standards, the warning is that followers can be motivated to accomplish more than might usually be expected.[9]<\/a> \u00a0There are other concerns that this approach may be considered elitist, undemocratic, and may contribute to \u201cheroic leadership\u201d bias.[10]<\/a> With these concerns in mind, I still see great potential for this approach working well with differentiated and undefended leaders who are well aware of their derailers and who take a collaborative approach to reaching common, if not visionary, goals. A beautiful example of this was given in Case 8.3 Grandmothers and Benches.<\/em>[<\/a>11]<\/a> In an effort to make mental health services more accessible to those suffering with depression and anxiety a pilot program was started in Zimbabwe by psychiatrist Dr. Dixon Chibanda. He discovered the most reliable and available resources to address the lack of services were grandmothers. He developed the Friendship Bench approach in which grandmothers are trained to listen, take a non-judgmental approach, and allow clients to talk through their problems. The program is widely successful. In a TEDTalk entitled, Why I Train Grandmothers to Treat Depression<\/em>, Dr. Chibanda states of his program, \u201cThis clinical trial showed that grandmothers were more effective at treating depression than doctors.\u201d[12]\u00a0<\/a><\/p>\n

When I began writing this post I was once again struck by how inadequate as a leader I feel. My roles as a mother, grandma, small group leader, counselor, and spiritual director all require subtle yet influential forms of leadership but as I am discovering are no-less important. This is a boon to my confidence professionally and personally. I definitely have followers, none are of the digital variety, some barely reach above my knees. I have long believed that listening without judgement or fixing brings a great deal of emotional and psychological relief when distressed and that connection to other people brings wholeness and a sense of well-being. \u201cGrandma Brain\u201d isn\u2019t a bad thing! A listening ear and a compassionate heart are influence.<\/p>\n

 <\/p>\n

[1]<\/a> Peter C. Northouse, Leadership: Theory & Practice Ninth Edition <\/em>(Los Angeles, CA: SAGE, 2022), 6.<\/p>\n

[2]<\/a> Peter C. Northouse, Leadership, <\/em>10.<\/p>\n

[3]<\/a> Ibid., 7.<\/p>\n

[4]<\/a> Ibid., 364.<\/p>\n

[5]<\/a> Ibid., 352.<\/p>\n

[6]<\/a> Ibid., 353.<\/p>\n

[7]<\/a> Ibid., 354.<\/p>\n

[8]<\/a> Ibid., 186.<\/p>\n

[9]<\/a> Ibid., 185.<\/p>\n

[10]<\/a> Ibid., 220.<\/p>\n

[11]<\/a> Ibid., 213-216.<\/p>\n

[12]<\/a> https:\/\/www.ted.com\/talks\/dixon_chibanda_why_i_train_grandmothers_to_treat_depression<\/a><\/p>\n","protected":false},"excerpt":{"rendered":"

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