Quiet leadership
"The role of those in ultimate authority is no less important but it is not one of leadership. Ultimately, leading is about influencing the behaviour of individuals through active but subtle, “quiet” leadership (Badarocco 2002) and interaction. Effective leadership operates in the absence of ego, arrogance and self-importance. As Michael Shinagel (2014) says, “the art conceals the art”. Effective leaders of the twenty first century are “nudgers”, persuading others to take appropriate decisions of their own volition, as reflected in the following ancient quotation,
The reality is that, controversially, leaders do not actually do anything in terms of operational action or objective achievement. Stanley McChrystal (United States Army general best known for his command of Joint Special Operations Command (JSOC) in the mid-2000s) has equated leaders with gardeners (Heffernan 2016); they do not make the flowers grow but rather create the conditions and environment within which plants are encouraged to and find it most conducive to optimise growth and achieve sustained output and productivity. The parallels with leading people effectively are obvious. This is not to say that the role of leadership is not important. Rather that leaders are part of a team whose individual contributions are far more equal in the attainment of organisational objectives than is reflected in the dominant, hierarchical organisational structure and logic which prevails in the majority of business organisations."
"The Pathway to Integral Operational Leadership" - Greg Park
http://integralleadershipreview.com/14852-the-pathway-to-integral-operational-leadership/
“A leader is best when people barely know he exists, when his work is done, his aim fulfilled,
they will say; we did it ourselves”
The reality is that, controversially, leaders do not actually do anything in terms of operational action or objective achievement. Stanley McChrystal (United States Army general best known for his command of Joint Special Operations Command (JSOC) in the mid-2000s) has equated leaders with gardeners (Heffernan 2016); they do not make the flowers grow but rather create the conditions and environment within which plants are encouraged to and find it most conducive to optimise growth and achieve sustained output and productivity. The parallels with leading people effectively are obvious. This is not to say that the role of leadership is not important. Rather that leaders are part of a team whose individual contributions are far more equal in the attainment of organisational objectives than is reflected in the dominant, hierarchical organisational structure and logic which prevails in the majority of business organisations."
"The Pathway to Integral Operational Leadership" - Greg Park
http://integralleadershipreview.com/14852-the-pathway-to-integral-operational-leadership/
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