Heroic Leadership: Best Practices from a 450-Year-Old Company That Changed the World by Chris LowneyLeadership Principles for Lasting Success
Leadership makes great companies, but few of us truly understand how to turn ourselves and others into great leaders. One company—the Jesuits—pioneered a unique formula for molding leaders and in the process built one of history’s most successful companies.In this groundbreaking book, Chris Lowney reveals the leadership principles that have guided the Jesuits for more than 450 years: self-awareness, ingenuity, love, and heroism. Lowney shows how these same principles can make each of us a dynamic leader in the twenty-first century.
4 myths about "heroic leadership"
The present work context has undergone transformations that have substantially changed labor relations and contributed to the emergence of less hierarchical and more collaborative organizational arrangements. The "carrot and stick" approach no longer works as it used to, particularly with the new generation of workers, who are more interconnected and have easy access to information. The dominant leadership paradigm of the industrial era views the leader as a hero: an active subject, who visualizes the future, defines and communicates the strategy, inspires and motivates those who are led, assigns roles, and evaluates and rewards according to performance Fletcher, Followers, on the other hand, are seen as reactive, malleable, and "moldable" individuals. It is not by chance that the term "follower" is often used in the literature to indicate those who are passive under the influence of a leader. The most prominent theories arising from this paradigm include charismatic, transformational, transactional, and visionary leadership. Although these theories have their specificities, they all consider leadership as a unidirectional, top-down influencing process, and draw a clear line of separation between leaders and followers.
Leave a Comment. This distinction first appeared in their book, Managing for Excellence. Heroic leadership can be highly effective in certain situations. In this new century, sustained success will require post-heroic leadership. Leaders who operate at these levels of agility retain the ultimate authority and accountability that come with any formal leadership role — but they also work to create highly participative teams and organizations characterized by shared commitment and responsibility. Your email address will not be published.
In a recent report entitled "Leadership ," management consultants Hay Group identified six emerging "megatrends" that, they say, are set to shape the new world order over the next 20 years: globalization 2. Georg Vielmetter , Hay Group's head of Leadership and Talent Practice, Europe, sets out some ways in which leaders can become advocates and agents of change, mastering the techniques and tools needed for survival. The days of one or two "heroic" leaders determining organizational strategy from on high are well and truly over. With globalization progressing at speed and a comprehensive shift of power toward the East—compounded by the European sovereign debt crisis—international competition will grow fiercer and markets even more diverse. In this environment, it's "survival of the agile," as leaders strive to demonstrate strategic thinking, cognitive skills and the ability to adapt to new authority structures. As climate change accelerates, organizations and leaders will be asked to take greater environmental accountability, embedding the "green" agenda into business operations. Balancing issues of compliance, finance and corporate social responsibility will demand a higher degree of strategic and conceptual thought from leaders.
Post-heroic management offers a model of selflessness in organizations to replace servant leadership, which has a core of truth: that people in charge of others should be relatively selfless. The concept of servant leadership is problematic for several reasons:. It confuses leadership and management. Being in charge of people means being a manager; hence it would be more accurate to talk of servant managers. Serving people is not a way of leading them.