Successfully reported this slideshow.
We use your LinkedIn profile and activity data to personalize ads and to show you more relevant ads. You can change your ad preferences anytime.

Leadership As Meaning-Making

The Evolution of the Leadership Principle in the Post-Industrial Era: From Dominance to Meaning-Making

  • Login to see the comments

Leadership As Meaning-Making

  1. 1. Leadership as Meaning-Making The Evolution of the Leadership Principle in the Post-Industrial Era: Dominance to Meaning-Making Guest Lecturer American Studies & Interdisciplinary Studies University of California at Berkeley Summer 2010 Carlos F. Camargo, PhD
  2. 2. Taken-for-granted Assumptions <ul><li>Leadership is a quality or ability of a person </li></ul><ul><li>Leadership & authority are closely linked: authority confers leadership, while leadership is the exercise of authority </li></ul><ul><li>When leadership needs to change, it is leaders who change </li></ul>Carlos F. Camargo, PhD
  3. 3. Difficult ideas <ul><li>shared leadership </li></ul><ul><li>everyone is a leader </li></ul><ul><li>distributed leadership </li></ul><ul><li>leadership teams </li></ul><ul><li>self-managing teams </li></ul>Carlos F. Camargo, PhD
  4. 4. Questions raised by the junction of new ideas and old assumptions <ul><li>If everyone is a leader, does this mean that everyone needs to possess special leadership qualities and abilities? </li></ul><ul><li>If leadership is shared, what happens to authority and accountability? </li></ul><ul><li>If leadership is a function of teams, how do you change leadership? </li></ul>Carlos F. Camargo, PhD
  5. 5. Evolving Leadership Principles Carlos F. Camargo, PhD dominance influence meaning- making Personal Leadership Relational Leadership
  6. 6. Dominance <ul><li>Most basic of all leadership frames </li></ul><ul><li>Master of the House </li></ul><ul><li>Protection and guidance </li></ul><ul><li>“ authoritative utterance” </li></ul><ul><li>Controls & limits conflict </li></ul><ul><li>Leadership is what the leader does </li></ul>Carlos F. Camargo, PhD
  7. 7. Some Limits of Dominance <ul><li>The ability of the leader to provide guidance and protection is limited </li></ul><ul><li>The ability of people to believe in the leader’s personal power is limited </li></ul><ul><li>The capacity of people to rely on someone else for guidance and protection is limited </li></ul>Carlos F. Camargo, PhD
  8. 8. Overcoming the Limits of Dominance <ul><li>Take into account the limitations of the leader </li></ul><ul><li>Connect the leader to the concerns of followers </li></ul><ul><li>Include followers in the process of leadership </li></ul>Carlos F. Camargo, PhD
  9. 9. Influence <ul><li>Flowing from leader to follower </li></ul><ul><li>Interpersonal negotiation </li></ul><ul><li>Human reason, empiricism replaces “authoritative utterance” </li></ul><ul><li>“ Leader should first serve as a follower to understand the follower’s mind ” -- Hegel </li></ul><ul><li>Get others to do what they don’t want to do & like it </li></ul>Carlos F. Camargo, PhD
  10. 10. Some Limits of Influence <ul><li>The ability of any one person to understand multiple meaning-making “worlds” </li></ul><ul><li>The ability of any one person to influence people in different “worlds” </li></ul><ul><li>The ability of people to be influenced by ideas, feelings, and values based on a “world” different from their own </li></ul>Carlos F. Camargo, PhD
  11. 11. Overcoming the Limits of Influence <ul><li>See meaning as a shared creation of people working together </li></ul><ul><li>De-center leadership from the person to the process of shared meaning-making </li></ul><ul><li>See people as taking part in leadership together </li></ul><ul><li>Learn to make leadership work across “worlds” </li></ul>Carlos F. Camargo, PhD
  12. 12. Meaning Making <ul><li>Brings meaning into being </li></ul><ul><li>Meaning, knowledge, & reality are shared creations </li></ul><ul><li>Leadership is the shared search for and construction of meaning and understanding </li></ul><ul><li>People participate in leadership together </li></ul><ul><li>“ Leader” & “follower” represent ways of participating in leadership and do not define it </li></ul>Carlos F. Camargo, PhD
  13. 13. Assumptions of the Meaning-Making Principle <ul><li>An individual person cannot create meaning alone </li></ul><ul><li>Meaning is a shared, reciprocal achievement </li></ul><ul><li>Meaning is embedded in communities and cultures </li></ul><ul><li>power, authority, influence, & values are outcomes of a meaning-making process </li></ul><ul><li>Therefore, leadership creates leaders, not the other way around. </li></ul>Carlos F. Camargo, PhD
  14. 14. Not Assumptions of the Meaning-Making Principle <ul><li>That leadership is always distributed </li></ul><ul><li>That power, authority, & responsibility are always distributed </li></ul><ul><li>That everyone is equally capable of participating in leadership </li></ul><ul><li>That strong personal leadership is ruled out </li></ul>Carlos F. Camargo, PhD
  15. 15. Shifts in Leadership Development <ul><li>Dominance principle = Prepare the leader for the challenges of mastery </li></ul><ul><li>Influence principle = Enhance Self-knowledge and interpersonal skill to enable the person to effectively exercise leadership </li></ul><ul><li>Meaning-making principle = Increase the capacity of the community to make meaning through inter-relationships </li></ul>Carlos F. Camargo, PhD
  16. 16. Highly Developed Leadership Participants of the Future . . . <ul><li>will understand the “self” as incomplete & interdependent </li></ul><ul><li>will be able to appreciate multiple and conflicting “worlds” </li></ul><ul><li>will be able to link differing perspectives and translate among “worlds” </li></ul><ul><li>will have the capacity to engage in dialogue </li></ul>Carlos F. Camargo, PhD
  17. 17. To evolve to the next principle, ideas that need letting go . . . <ul><li>That an individual is the source of leadership </li></ul><ul><li>That authority & power are sources of leadership </li></ul><ul><li>That some people have more leadership than others </li></ul><ul><li>That individuals develop “their” leadership </li></ul>Carlos F. Camargo, PhD
  18. 18. & ideas that need taking on . . . <ul><li>That the work of every person includes participating in leadership in some way </li></ul><ul><li>That authority & power, as community resources, are open to inquiry and contingent on need </li></ul><ul><li>That people are responsible for their job in relation to the whole </li></ul><ul><li>That dialogue is a key tool of leadership </li></ul>Carlos F. Camargo, PhD

×