DMINLGP

DMin, Leadership and Global Perspectives: Crafting Ministry in an Interconnected World

Leadership’s Behavior in 21st Century

Written by: on October 27, 2016

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Are Leaders saying ,”I have no ideas where I ‘m going? “

 

Introduction

This blog is a brief review of The Leadership Mystique: Leading Behavior in the Human Enterprise by Manfred Kets de Vries. In this new release of his book, acclaimed management master Manfred Kets de Vries presents such questions as, What are the basic qualities and traits that make a great leader? Do you have these leadership skills? How can the basic required skills of leadership be improved to make a person able to manage a business and employees more efficiently? Kets de Vries tries to answer these questions and more in his supreme and engaging style supported by years of experience in counseling, authority, and clinical psychology.

Summary

Impact, in a general sense, is about connections. In this book, Kets de Vries draws a sharp distinction between driving structures or frameworks and leading individuals. He demonstrates that his principle objective in concentrating on management is to bring the individual once more into the organization. The subtitle gives the best insight to the book’s content, “Leading Behavior” shows it is individuals to individuals; relationship is fundamental in initiative. Hirschman (1970) relates “way out” to two essential drivers: cost and product quality. Although Hirschman does not relate cost and quality to individuals, individual worth to the association, and working environment satisfaction as end-product ideas, these are all dominant social ideas with significant effects on connections (Sperry, 2013).

In this book, Kets de Vries concentrates on three key themes: The primary subject is the mental reason behind unreasonable authoritative and individual conduct. The second is the dim side of initiative—disappointment; clinical methodology comes through here. The third subject covers the characteristics of compelling initiative. The qualities of a magnetic pioneer and the advancement of basic skills: The setting in which the pioneer works decides the leader’s viability.

In compelling initiatives and leadership, Kets de Vries addresses social, political, and philosophical changes that are definitely influencing administration in the twenty-first century. In coordinating the property (conduct examples and identity properties) and the procedure (impact and connections) leaders display seven key skills essential to initiative viability: surgency (fire in the gut), friendliness, receptivity, appropriateness, trustworthiness, and systematic and enthusiastic knowledge. According to Kets de Vries, these skills, communicated in real life, “will stand leaders in great stead as they work in today’s worldwide environment.” He then exhibits the measurements of society and how global initiative style and capacity must rise above social contrasts in making worth and disposition.

Reflection

Present-day leaders must conduct themselves altogether differently from conventional leaders. The present global scenario requires leaders who address the aggregate creative ability of their kin, coselecting them to participate in the business venture, leaders who can inspire individuals to full duty and maximum effort. It is about human conduct. It is about comprehending how individuals and associations carry on, about making connections, about building duty, and about adjusting the conduct to lead in an innovative and spurring way (Ylimaki, 2012).

Along these lines, this book provides valuable information about management and leadership. There are no brisk responses to management questions, and there are no simple arrangements. In this book Kets de Vries presents the numerous layers of many-sided quality that underlie powerful authority and gets to the heart of the everyday conduct of leading individuals in the human endeavor.So, ask yourself what you’re doing about the leadership factor. How do you execute your own leadership style ?

 

References

Kets de Vries, Manfred F. R. 2009. The Leadership Mystique: Leading Behavior in the Human Enterprise. Upper Saddle River, NJ: Financial Times Press

Hirschman, A. 1970. Exit, Voice and Loyalty. Responses to Decline in Firms, Organisms, and States. Cambridge: Harvard University Press.

Sperry, L. 2013. “Executive Coaching and Leadership Assessment: Past, Present, and Future.” Consulting Psychology Journal: Practice and Research 65, no. 4: 284–88.

Ylimaki, R. M. 2012. “Curriculum Leadership in a Conservative Era.” Educational Administration Quarterly 48, no. 2: 304–46.

About the Author

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Rose Anding

Rose Maria “Simmons McCarthy” Anding, a Visionary, Teacher,Evangelist, Biblical Counselor/ Chaplain and Author, of High Heels, Honey Lips, and White Powder. She is a widower, mother, stepmother, grandmother, great grandmother of Denver James, the greater joy of her life. She has lived in Chicago, Washington, DC, and North Carolina, and is now back on the forgiving soil of Mississippi.

8 responses to “Leadership’s Behavior in 21st Century”

  1. Hi Rose. What is one way you can apply something you learned from this book to your ministry?

    • mm Rose Anding says:

      Thanks Aaron for the question, using two words, it would be “human conduct”, applying the author seven key skills essential to initiative viability: surgency (fire in the gut), friendliness, receptivity, appropriateness, trustworthiness, and systematic and enthusiastic knowledge would take me a long way in building relationships in everyday conduct of leading individuals in the human endeavor at Restoration Community.
      Thanks for sharing Rose Maria

  2. Claire Appiah says:

    Rose,
    I don’t entirely agree with everything Kets de Vries puts forth in this book, but he makes many valid points on human behavior, leadership and organizations throughout the book that I do appreciate.
    Thanks for your discussion on “Leadership’s Behavior in the 21st Century.” Along those lines, I just wanted to add my fascination with Kets de Vries’ exposition of enduring companies that constantly know how to reinvent themselves and are skilled at dealing with paradigm shifts. Common traits among them are: “a focused portfolio; close touch with customer base; strong culture and common vision; distributed leadership; leaders are catalyst of innovation; employees enjoy the organizational climate; leaders set the example in satisfying customer base; leaders establish a learning culture; leaders bridge units in the organization; and they do not take unnecessary financial risks” (pp.56-58).

    • mm Rose Anding says:

      Thanks Claire for your input on my blog.

      Speaking of Common traits among companies , Intelligence depends on being able to change your own behaviors in order to cope more effectively with your environment, or make changes to the environment you’re in.

      However, there is the God’s Factor that affect our human behavior… the Biblical verse that explains truth and genuineness in assisting other humans is the II Corinthians 8:21. “Providing honorable things, not only in the sight of the Lord, but also in the site of men”. The character traits listed for elders and deacons are specific and varied. Attributes such as hospitable, self-controlled, and gentle reveal that leaders in Christ’s church have a particular disposition; they’re to be self-aware and conscious of how they treat those under their care.
      Thanks for sharing, hope you are feeling better. Love, Rose Maria

  3. Aaron Cole says:

    Rose,

    A very good summation of the book! Great insight! You stated the seven qualities of a leader given by the author: “leaders display seven key skills essential to initiative viability: surgency (fire in the gut), friendliness, receptivity, appropriateness, trustworthiness, and systematic and enthusiastic knowledge.” Which one do you feel is most important and why?

    Aaron

    • mm Rose Anding says:

      Thanks Aaron C for sharing with me,
      The answer your question is actually trustworthiness. Technically, it’s not just being trustworthy that is key, but being seen as trustworthy.
      When someone comes into an organization, The question is “Can I trust you?” is always on our minds whenever we interact with other people (particularly when we meet them for the first time) though we usually aren’t consciously aware of asking it, but it is there.

      This answer take me be back to the author says, “Successful leadership today is all about “Human Behavior”. Do we inspire trust in other? Leaders of the 21st Century must be taught both how to trust, and how to be trusted.

      Peace & Blessing Rose Maria

  4. mm Garfield Harvey says:

    Rose,
    You stated that “Present-day leaders must conduct themselves altogether differently from conventional leaders.” I wouldn’t say that both leadership should conduct themselves differently because I believe there are merits to both. I do believe there should be an appreciation for both styles. Let’s not forget that our leadership problems occur in cross-cultural and cross-generational leadership so someone in your generation may respond better to your leadership than mine. However, since I have to lead multi-generations, it makes sense to observe and integrate different approaches to ensure I don’t become a one-dimensional leader.

    Garfield

  5. mm Marc Andresen says:

    Rose,

    You wrote, “He then exhibits the measurements of society and how global initiative style and capacity must rise above social contrasts in making worth and disposition.”

    Can you say just a little more about what you mean, in a sentence or two?

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