Chapter 10. (part)
Dynamics of Leadership
10.1 Introduction
The topic of leadership is discussed in the literature under many
names: classical leadership, progressive leadership, visionary
leadership, transformative leadership, innovative leadership,
imaginative leaders, leadership under uncertainty, leadership under
risk, leadership at the edge of chaos, creative leadership, emergent
leadership, inspirational leadership, ethical leadership,
self-leadership, etc. Most of the researchers agree on one major
difference between managers and leaders: the former are involved in
solving organizational problems, while the latter seek possibilities to
dissolve (go beyond, transcend) them.
Why does the topic of leadership attract so much attention? Is
leadership vital for the existence of human society? Or it is the
memory
of our herd-like life as primates – a memory possibly ingrained in the
unconscious of our psyche - that makes us need ‘shepherds’? Or a
subconscious reminiscence of the earliest years of our childhood when
each of us was depending on the ‘leadership’ of those who took care for
us? Or it might be the thirst for power that becomes so unbearably
strong in some individuals (groups, organisations) that they cannot
help
but persistently seeking to guide (direct, lead, instruct) other people?
As long as we differ in our capacity to
understand and deal with dynamic complexity of life;
• ‘sense’ and
cope with various kinds of emergent phenomena, be they natural or
human-created;
• be aware of and learn to control dynamics of our nature - our
emotions and desires, cravings and passions, ideas and realizations;
• experience and understand the self-organizing drive of
existential dynamics as projected onto one’s individuality;
• learn to discover and connect with the centre sustaining both
the integrity and self-organization drive of existential dynamics;
• be responsible and accountable for our thoughts, words, and
deeds;
• seek for spiritual roots of one’s own decisions and actions;
• communicate, participate in dialogues and negotiations, seek
mutual understanding and consensus;
• master the synergy between reason and intuition, feelings and
will, endeavours and actions;
• perform and play roles, express emotions, sense of humour,
compassion, and readiness to help others,
there will be leaders in society.
10.2.1 Oppressive Hierarchical Structures
In every society ruled by money the minds of the majority are
controlled by the social elite trough media manipulation and
disinformation (as in the Western type of democracies) or through
outright oppression and depravity (as in the countries with
totalitarian
regimes).
Hierarchical structures of the capitalist society are designed to
financially suppress the largest part of society. We are forced to
‘voluntarily’ choose to work all our lives in order to support the
superior life style of a small fraction of society exercising their
control by means of presidents, prime ministers, dictators, ‘freely’
elected governments and parliaments, equipped with a heavy machinery
for
generating and sustaining power - armies, police, intelligence
agencies,
media, technology, science, and a monstrous system of economic,
financial, legal, medical, educational, cultural, and other social
institutions.
You are welcomed to read the rest of
the chapter in the book. Please, be so kind to tell us your e-mail,
and we'll inform you immediately after the book is published. Thank
you!
