Preface
The purpose of this article is to present an integrated model of leadership. I call this Holistic Leadership, one founded upon the premise that each of us must strive throughout our lifetime to become a centered individual who is able to effectively use the four principal components of leadership. Of particular significance is to understand the importance of the whole and the inter-relationships among the components and their elements.
My approach is not to focus on leadership equals position in an organization (i.e., management), but rather to talk about it as being resident in each and every one of us. It’s important that any discussion on leadership be integrated with individual, team and organizational learning. Although an effective leader must be able to adjust her style to the circumstances and people she leads, this must also be done in the larger context of a learning culture.
So what is a learning culture? To paraphrase Peter Senge (The Fifth Discipline), a learning culture exists when people collaborate to create their own future. From my perspective, this means that leadership must be shared if this is to indeed happen, and that people must work continually towards becoming holistic leaders.
Why All the Fuss?
The roles that people (managers and staff) play in today’s organizations have become much more dynamic. They face greater complexity in their work environments as a result of the evolving and more sophisticated needs of clients; growing interdependency in the global economy; technological change; changing organizational structures and work processes; an aging population, and fiscal pressures. For those in managerial positions, these individuals must not only be able to respond to the needs, values and aspirations of their staff, they must also anticipate changes in the future.
To help their organizations thrive in a rapidly changing economy and society, everyone must practice some form of leadership. While working in a collaborative manner with co-workers is key to helping their organizations succeed in the 21st Century, enhancing one’s personal leadership is critical, and this requires self-discovery and self-awareness.
In his book Principle Centered Leadership, Stephen Covey stresses the importance of people achieving balance and greater fulfillment in their lives by following correct principles. Doing so gives people a base for all of their daily decisions. From a leadership perspective, this is especially important because it instills a sense of stewardship, an essential element in effective leadership. As Covey states:
When people align their personal values with correct principles, they are liberated from old perceptions. One of the characteristics of authentic leaders is their humility, evident in their ability to take off their glasses and examine the lens objectively, analyzing how well their values, perceptions, beliefs, and behaviors align with “true north” principles.
The need has never been greater for leaders – at all levels – who are capable of functioning effectively in organizations in which diversity and interdependence have become two major yet opposing forces. This requires new behaviors for leaders if they are to succeed in this new and complex environment. Let’s now look at a model I’ve called The Holistic Leader: The Four Components & Their Principal Elements.
The Holistic Leadership Model
Note: Please visit my website (see the resource box at the end of this article) to view a diagram of the model. Click the button ‘Holistic Leadership’
At the core is the Centred Individual, representing the person who has attained a high level of comfort and competency with the four primary leadership components. One may prefer to see the centred individual as having achieved balance. That’s fine, as long as it’s understood that balance does not mean using the four components in equal measures. Instead, the centred individual is able to seamlessly alter her leadership behaviour to meet the needs of her followers and co-workers under a given set of circumstances.
Because leadership does not exist unless there are followers, it stands to reason that at the core of the issues that demand the attention of leaders is people. This model was created with people as the cornerstone. Moreover, it respects the need for formal, managerial leadership and informal, shared leadership. Both are needed to support one another in an age of uncertainty, paradox, and speed.
Teaching
Much has been written on the need for leaders to be coaches and mentors. This is indeed essential to their effectiveness. But Teaching, as a key leadership component, is broader, encompassing the learning organization concept. Some writers have used the expression The Teaching Organization in place of the learning organization. Teaching becomes the responsibility of everyone in the organization. It begins from the inside. This is the quest for personal mastery: to continually strive to improve oneself, and in turn to share with others. In essence, we become stewards for teaching, because it is seen in the organization as highly valued and necessary to its long-term success.
To be a “teacher” means being open, both to self-discovery and to the views and feedback from others. Reflection and inquiry are critical if this is to occur, for without them we are not able to slow ourselves sufficiently to explore new meanings and possibilities. Teaching is fundamental to effective formal and informal leadership.