In Search of Leaders

Citation

Rausch, E. (2001), "In Search of Leaders", Leadership & Organization Development Journal, Vol. 22 No. 7. https://doi.org/10.1108/lodj.2001.02222gae.002

In Search of Leaders

In Search of Leaders

Hillary OwenJohn Wiley & SonsChichester2000168 pp.£17.990-471-49197-7 (hardback)

Keywords: Leadership, Transformation, Organizations

There is much that is enchanting in this book, written by an author who is clearly a realist, but also a dreamer. It leads the reader on a search, not so much of leaders, but more precisely of ways to awaken the leader within each one of us.

Owen contends that the "leadership crisis", on whose doorstep she lays most of the problems of the world, is in need of drastic action. It will be resolved only when we, all of us, or at least a great majority, are transformed by an awakening of the potential within us. That, in turn, means that we have to find purpose and satisfaction in our lives, most of all in our respective roles in twenty-first century's organizations.

To Owen, there are seven "Essences of Leadership":

1. 1.

   Leadership is distinctly different to management (and is not just something to be added to the job of a manager).

2. 2.

   Everyone is born with some gift of leadership – it is part of the human spirit.

3. 3.

   Leadership is a timeless concept that has been studied and recorded for over 3,000 years. We should use this abundance of knowledge.

4. 4.

   Leadership requires knowing and understanding who you are. Leadership begins with being.

5. 5.

   Leadership requires "awareness of the world". This is the transforming part of leadership.

6. 6.

   Leadership is expressed by everyone when people are connected and part of the whole.

7. 7.

   Leadership is about being followers as well as leaders.

To show how these seven essences have been seen, and are supported by the history of thought, Owen draws on her vast knowledge of the writings of great thinkers in all fields, from antiquity on, to build a progressive three-stage model. She describes, and illustrates, three spirals which she calls the transcendent circle, The translatory circle, and the transformational circle. In the transcendent circle she speaks of how we can reach toward achieving our potential by rising above our fears and the limitations of our environment, as we gain a deeper understanding of who we are and what we value. In the translatory circle we are becoming more aware of reality. She shows how the many roads to knowledge have led to our understanding of our world, its philosophical foundations, its physical structure, and its changing dynamics. Here she urges us to devote ourselves to ever deeper understanding so we are ready for the third circle. The transformational circle is the one that frees our creative talents. It allow us to express ourselves and to exercise our leadership potential. This is where we start by clarifying our purpose because "when you are clear about your purpose you have meaning, direction and energy to your leadership." Transformation brings a new order, exciting new opportunities and also serious responsibilities, not only for us as individuals, but for our organizations, and ultimately for humankind.

The book's last words sum it up: "The search for leaders is a search for the human spirit and it is everywhere... We each have a role to play. If you use every day and every experience to learn, you will know how to express your leadership gifts. The journey now really begins".

There is much in this book with which one can agree, even though the thread is often not easy to follow. A good case can, indeed, be made that there is a need for better approaches to many of the challenges, tacitly advocated in the book, such as the practice of more appropriate participation, by those in positions of authority.

An excellent case can also be made for the need to exercise personal leadership in many human activities, especially in communications, conflict prevention and resolution, decision making, and learning. There certainly would be fewer damaging conflicts if all those who are involved in a conflict accepted responsibility for leading toward the best possible outcome by observing and guiding the process, instead of single-mindedly concentrating on their respective positions. It would be better yet, if they led toward preventing the conflict in the first place.

In a similar vein, there would be fewer misunderstandings if all those in a conversation, dialogue, or debate, considered themselves leaders of the process and helped to ensure more thorough understanding through effective probing and regular feedback.

Central questions which the book never really addresses are: Would the search for leaders in organizations be less difficult if those in positions of authority were more competent as leaders? Would it be easier to find leadership if they were better at practicing appropriate participation, at communicating more effectively, at leading toward the establishment, and acceptance and at bringing about the highest possible level of satisfaction for all the organization's members? Would we then find that members of their organizations would, in Owen's last words, "use every day and every experience to learn, … how to express their leadership gifts?"

Erwin RauschDidactic Systems, USA