Kenneth A. Shaw was chancellor of Syracuse University from 1991 to 2004. He is the author of The Successful President as well as several articles and book chapters on leadership and issues about higher education. He is former president of the University of Wisconsin System and former chancellor of Southern Illinois University. He teaches leadership courses.
His new book includes theoretical methodology and practical advice on the art and skill of leadership. He offers a concise definition of leadership as a process of persuasion and goes on to show how specific methods are applied to reach that goal. The book covers a wide range of topics, among them, self-awareness, conflict resolution, motivating others, decision making, communicating effectively, and group dynamics.
Shaw's work encompasses broader views of leadership including issues of diversity and ethics, international leadership, and women in leadership roles. Throughout, he draws on his personal experience to present concrete examples of leadership successes. This book is a tool for those who want to study, practice, and perform at the highest levels of leadership whether it is with small groups or international organizations.
The book is available from Syracuse University Press. In this excerpt the author defines leadership and discusses the tasks of leaders, including leadership frames--the different ways to view leadership.
But of a good leader, who talks little, when his work is done, his aims fulfilled, they will all say: "we did this ourselves." -- Lao-Tzu
Leadership Defined
First, a workable definition of leadership. Here I turn to John Gardner1 and Ronald Haifetz,2 and my modest additions to their thinking. Leadership is a process of persuasion and example, by which others are motivated to take action. That's easy enough to understand. Note the emphasis on persuasion, example, and taking action, as I will frequently refer to these activities. As with most definitions, a few "yes, buts" are needed for clarification. Although leaders do persuade others, as we mentioned in the introduction, others also persuade them. Leaders, then, must understand the mission, values, and vision of the institutions and groups with whom they work. Leaders give and take.
As Haifetz states, influencing others to act means that the tough problems are tackled. The effective leader helps to clarify what matters most and helps others to understand and to deal with trade-offs.
Effective leaders, then, do more than motivate others to take action on the easy things. Haifetz calls the work of leaders "adaptive work." That means that our effectiveness as leaders is measured by our efforts and the results of those efforts--getting people to address real problems in a real way.
Reality Exercise. Think of a person you know who best exemplifies this definition, someone who persuades, and by example, induces others to move toward action--taking on the difficult challenges--while being sensitive to institutional and personal needs. Think about formal leaders you know who don't fit this definition. Name some of them. Is the definition too limiting or are some "formal" leaders simply not true leaders?
What Leaders Do
The foundation of effective leadership is thinking through the organization's mission, defining it, and establishing it clearly and visibly. --Peter Drucker, The Essential Drucker
Leaders do leadership in four major ways. They:
Envision and affirm mission, goals, and values;
Articulate mission, goals, and values;
Implement mission, goals, and values; and
Serve as the keeper of mission, goals, and values.
Envisioning and Affirming Mission, Goals, and Values
Someone has to point us in the right direction. Otherwise we are like the pilot lost over Newfoundland who radios back that he's lost, but he's making record time. Lou Gerstner, IBM chair, reminds us that any road taken gets us to the same place if we don't know where we are going.3 This visioning process generally does not occur through an overnight epiphany. Often, mission, goals, and values exist, but not in writing. The leader may have a strong hand in establishing them, but they generally come from the combined thoughts of many.
