Leadership, according to Peter Northouse (2010, p 3), is a process whereby an individual influences a group of individuals to achieve a common goal. So then is evidence of leadership the achievement of a goal by a group? Does the goal matter? Do the means matter? Continue reading
According to the mission of our materialist egoistic system of economics (aka capitalism) we are to accumulate, without limit, as much material wealth as we can and (individually) we are to do this by maximizing the satisfaction of our individual material self-interest. In other words one leads a successful life to the extent that one has realized material gain and amassed wealth—the greater the material gain, the more worthy and the more successful one is. Accordingly this is to be one’s goal in life, it is all there is to life itself! Necessarily, it follows that the pinnacle of self-interest behavior, of getting as much as possible for one’s self, having it all for one’s self, is greed—there is little doubt in this philosophy of life greed is good! Continue reading
When most people talk of leadership what they are really speaking to is the highest levels in the management hierarchy. They are talking about the legitimate authority positions in an organization. They speak of leadership as if it was a noun, a name we attribute to a person or position. Continue reading
Let’s imagine that we surveyed people asking them whether they are in favor of quality. What would we likely find? There is little doubt that overwhelmingly their response would be yes. What does this mean, what does this imply? Continue reading
The foundation of our economic system was formulated in the 18th century, at a time when the understanding of humankind was quite limited. Yet we continue to adhere to its precepts as if this 18th century understanding was a full and complete understanding.
The conduct of this (egoistic) capitalist system rest upon the following set of assumptions and precepts: a) the world is a material world explainable as matter-in-motion; b) humankind has no interior essence and is, like the planets above, grounded in matter and the material; c) the cause of human action is external and material; d) with no shared or common interior essence there is no inherent ‘We’ only ‘Me’ as independent individuals; e) each individual is his own property and destined to improve his lot in pursuit of selfish pleasure through material gain; f) the wealth of a nation is the linear sum of the material gain of individuals; and g) Nature’s bounty is limitless and ours’ individually to act upon, dominate and exploit to satisfy our individual pleasurable pursuits. With these assumptions and rules as the guide what could possibly be the future for people and Nature? Continue reading
When do managers talk about improvement and development with those they manage? In most cases it is when managers are required to do so, during the organization’s annual performance appraisal time period. In three previous posts (Replace performance reviews with leadership for quality; Facilitate performance, don’t appraise it; Performance appraisal: A pathway to mistrust) performance appraisal was discussed but since the practice is still very popular another appraisal of it is in order. Continue reading
With the race to become more productive, more competitive and more profitable having the answer to the question that continues to challenge business managers, how do you motivate people, can be the ticket to winning. Even though Frederick Hertzberg offered a direct and complete answer give them something motivating to do, the question for the majority of business managers remains unanswered. Further, not understanding the depth of Hertzberg’s answer, we’ve even advanced another classification of management—management can’t do it but leadership can—in hopes of meeting the challenge. Yet whether you are labeled a manager or a leader the challenge goes largely unmet.
What could be the root of the problem and the difficulty in dissolving it? Continue reading