leadership

Leadership Theory for Police

Isaac Mostovicz writes that policemen are interested in leadership...

Recently I learned that a leadership article that I wrote with Andrew and Nada Kakabadse, A dynamic theory of leadership development, has been recommended for British police officers by the National Police Library. (It’s on page 20 of their newsletter here or here.) It’s always nice to discover that an audience you didn’t expect appreciates your work.

Trisha says of this article...

Cool! That’s a celevr way of looking at it!

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Take Our Leadership Survey

Isaac Mostovicz writes...

I’ve been working on a questionnaire, along with Andrew and Nada Kakabadse, about leadership. We’ve reached the stage where we would like feedback before proceeding. I’d be grateful if you could take our survey — it should only take 10 – 15 minutes of your time — and hope you find it interesting.

http://www.surveymonkey.com/s/leadership_opinions

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In Pursuit of Ethical Leadership

Isaac Mostovicz writes that ethical leadership requires a commitment to engaging with others while remaining true to your own beliefs...

Leadership is a developmental process, based on the type of worldview which a leader holds.  But what is truly ethical leadership and can it be applied in practice?

As previous blog entries have discussed, people tend to make choices – and leadership decisions – either as a Theta or a Lambda.  Thetas seek affiliation and order whereas Lambdas seek achievement and challenges.

Many people, from philosophers to business strategists, have attempted to understand the fundamental nature of leadership.  Some, such as the 19th-century Scottish thinker Thomas Carlyle, argued that ‘great men’ or leaders are born, and that they hold naturally the essential skills which end up being mimicked by others.

Others, such as those from the developmental school of thought, believe that leadership skills are accumulated over time based on one’s experience and how one anticipates or sets expectations for the future.  In this sense, the leader is not born but rather ‘developed’ over time.

In my academic writing, I have argued that leaders tend to plan organisational activities and strategies based on their respective worldview (Theta or Lambda).  For instance, a Lambda leader who seeks challenge and creation may not naturally be able to provide the feedback and support that a Theta employee may need.  Conversely, a Theta leader who seeks unity and certainty may stifle the creative contributions and drive for personal achievement that Lambda employees offer.

As a result, ethical leaders must constantly strive to respect the worldviews of others within the organisation while remaining true to their own way of seeing the world.  This dynamic process suggests that truly ethical leadership is impossible to achieve in practice.  Rather, it can only be pursued as an ideal based on constant engagement with colleagues and other stakeholders.

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The diamond industry as a virtual organisation

Isaac Mostovicz writes that De Beers' past market dominance in the diamond industry must be replaced with a new form of management ...

Having previously dominated diamond supply and exercised near total control over diamond distribution, the diamond industry market leader De Beers now accounts for just 40% of global diamond production and 45% of distribution. In the face of competitive and regulatory pressures, De Beers has recently sought to adapt its role from being the custodian of the industry to acting merely as a major player. However, its retreat from a position of industry dominance is creating tensions within De Beers and among industry participants.

This paper seeks to explain De Beers’ behaviour and the reaction of the industry in terms of paradox management and identifies the requirement for a new form of leadership to replace the previous monopoly situation and guide the diamond industry into a better future.

Mostovicz, I., Kakabadse, N. and Kakabadse, A. (2007), ‘The diamond industry as a virtual organisation: Past success and challenging future’ Strategic Changes, December 16(8), 371-384. http://doi.wiley.com/10.1002/jsc.809

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Janusian mapping: A mechanism of interpretation

Isaac Mostovicz writes that paradox is an integral part of how we view the world...

In this paper it is argued that human interpretation is an inherently paradoxical and complex mechanism.

Human interpretation is underpinned by values, preferences and contrasts, and assumptions, and surfaced through an idiosyncratic combination of personal choice and logic (Pinker, The blank slate: the modern denial of human nature, 2003). In order to find ways through interpretive diversity, Janusian thinking is a conscious and purposeful mechanism (Rothenberg, Creat Res J 9(2–3):207–231, 1996) that allows each one to think paradoxically.

Coping with paradoxes is not only a cognitive challenge in trying to resolve the irresolvable but also an emotional one, as emotion might distort the paradox. Janusian attitudinal mapping allows individuals to face the true paradox and to review the assumptions behind it. Such review may modify or even abolish certain assumptions altogether.

However, Janusian attitudinal mapping is an emotional undertaking that should follow the three elements involving social reform for advancing and fostering knowledge: shock, open communication and experimentation, and paradox leadership (Lewis, Acad Manage Rev 25(4):760–786, 2000).

Mostovicz, I., Kakabadse, N. and Kakabadse, A. (2008), ‘Janusian mapping: A mechanism of interpretation’, Systematic Practice and Action Research, published online. http://www.springerlink.com/content/1xj3t0gqj223v52j/, March 4th, 2008, DOI 10,1107/s11213-008-9092-x.

Keshavaya says of this article...

A SUPPORTED BY THE DEVELOPER TOOLS? It was interesting. You seem very knowledgeable in ypour field.

Mike says of this article...

WoW amazing post dude, thanks for the info!

Preston Racette says of this article...

Great post! Very useful! Keep up the good work!

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