The Hindu Business Line : <I>Leaders must make change happen </I><I> </I>

As if to match the countless `leaders' around us, there are innumerable theories about `leadership'. But each model or theory explains `leadership' only in part, found Roger Gill, before embarking on a mission to define the word. The result of his exploration is `Theory and Practice of Leadership,' from Sage (www.sagepublications.com) .

To understand leadership, Gill draws `not just on psychology and sociology', but on the following too: `ancient and modern philosophy, anthropology, political science, public administration, warfare, communication studies, history, theology, sport and the arts.' In the last, that is, the arts, the author finds specific contributions from `literature, poetry, biography, journalism, and reportage... '

The book devotes chapters to current thinking and redefinition of leadership, leader's vision and mission, values and culture, strategy and empowerment, motivation and inspiration. To the frequently asked question - whether leadership can be taught - the author's answer is `yes', but only at the intellectual or cognitive level. "Knowing what to do and how to do it is necessary but it is not sufficient," says Gill. "Wanting to do it entails `it' making sense both cognitively and spiritually, and there are considerable emotional factors involved too."

Tomorrow's leaders need to be transformational rather than merely transactional, declares Gill. Only then, leaders can make change happen, instead of merely responding to the same. "They will encourage and develop teamwork. They will use power and influence rather than authority." And globalisation demands that our business leaders are able to understand and `be able to respond effectively to different values and expectations in different cultures'.

The author emphasises that we need leaders who can transform the expectations that people have of themselves, `especially women and members of historically disadvantaged groups'. To do this, the leaders `will need to create and communicate an appealing vision of the possible and desired future', and `treat people as valued individuals'.

Interestingly, the book speaks of `distribution' of leadership, considering the importance of `innovation and knowledge management'. Capable leaders are required not merely at the top, argues Gill. Loosen up the organisation, he urges of leaders. Encourage innovation, creativity and responsiveness, and `learn to manage continuous adaptation to change - without losing strategic focus or spinning out of control', counsels the author, citing G.G. Dess and J.C. Picken.

And Gill quotes H. Owen when discussing the unleashing of leadership. "The starting point is dialogue," says Owen. "Not just conversation and discussion, but an exploration throughout the organisation of `deeply held assumptions, beliefs, culture, meaning and identity." For, from this comes `a shared vision of the future'.

Holistic read.

http://BookPeek.blogspot.com

D. Murali

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