Dennings
Chapter 12 – “A Different Kind of Leader”
Using
Narrative to Become and Interactive Leader – defining how narrative patterns
are used for different aspects of leadership. Through the use of narrative
leaders expand his or her leadership styles beyond traditional management approaches,
such as: command, control, regulation, analysis and optimization.
Leadership
has several dimensions:
The
interactive leader lets things happen; working with the world instead of
against it. This type of leaders avoids manipulation and control and allows the
world to manifest itself. The interactive leader is someone who can overcome
strong adversaries by channeling his or her energy. In addition, the interactive leader
supplements traditional management methods for new methods that overcome
command and control.
Furthermore, the interactive leader believes
in building ones personal integrity and dependability; by defining who you are
as a leaders and what you stand, subordinates, colleagues and superiors will
come to know you and respect you. However, the interactive leader doesn’t depend
on hierarchical authority, but depends on creating direction or improved support
for it, offering coaching the improved performance.
Leadership
that participates:
Participative
leaders believe in engaging the world in active participation rather than
detached observation. Once leaders evolve
the world in thinking and behaving the boundary between observation and
participation closes. In order for participative leadership to be effective,
the leader must precisely those capacities for understanding, trust, and
respect that traditional management suppresses.
Leadership
that connects:
Unlike
controlling managers, the interactive leader attempts to connect with his or
her audience. When an interactive leader presents a message, he or she seeks to
collaborate and learn from the viewpoint of others. In addition, the
interactive leader often adjusts his or her narrative based on the reactions of
the audience. The interactive leader is aware of the audience as the audience
is aware of the leader and the leader is aware of the audience’s awareness and
responsiveness, essentially creating collaboration and understanding.
Overall,
the interactive leader believes in the value of coaching verses controlling and
defined his or her credibility based on personal integrity and dependability. The
interactive leader use storytelling to expand his or her leadership styles beyond
traditional management approaches; attempting to create active participation. Furthermore,
interactive leaders use narrative a means to connect with his or her audience,
hoping to create mutual understanding.
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