Eisenberg, Goodall and Tretheway in their book, Organizational Communication (2007)
suggest that great leaders possess a unique combination of habits: habits of mind,
habits of character and habits of authentic and compelling communicative
performance (p. 281). Let’s briefly think about each of these.
Habits of Mind
Eisenberg et al. (2007) describe habits of mind as patterned ways of thinking that define how a
person approaches issues and conceives of resolving or dealing with them (p.
281). They cite Quinn as proffering that, “leadership is less a prescribed set
of behaviors than it is a uniquely expansive mindset, one that is focused on
the creation of possibility” (p. 281).
As we think about the habits of the mind, I am reminded of
the importance of how we direct our thinking. Philippians 4:9 in the Bible
tells us. “…whatever is true, whatever is noble, whatever is right, whatever is
pure, whatever is lovely, whatever is admirable – if anything is excellent or
praiseworthy – think about such things” (NIV
Bible, Philippians 4:8-9). Developing the habit of mind that accentuates
our thinking toward good and positive things will help to train ourselves
toward more positive attitudes. Maxwell (2003) advises leaders that, “If you
are willing to change your thinking, you can change your feeling. If you change
your feelings, you can change your actions. And changing your actions—based on
good thinking—can change your life” (p. 5). Interesting food for thought.
Habits of Character
Eisenberg et al. state the belief that habits of character revolve around the virtue of modesty which they
purport is the essential quality of character. “Modesty—personal humility about
one’s accomplishments and a profound commitment to the good of the company—is
vital to leadership because it is inspiring” (p. 284). The authors point out
that the unique blend of professional will, with personal humility, is what is
found in the concept of “servant leadership” (discussed in earlier entries on
this blog).
I can certainly relate to each of these three leadership
“habits,” but the habits of character and the relationship to servant
leadership particularly resonates with me. Habits of character certainly
involve looking out for the interests of others, not just your own. From a
Christian point of view, servant leadership must first be compared against the
selfless model of servant leadership exemplified by Christ.
5 Your attitude should be
the same as that of Christ Jesus:
6 Who being in very nature God, did not consider
equality with God something to be grasped, 7
but made himself nothing, taking the very nature of a servant, being made in
human likeness. 8 And
being found in appearance as a man, he humbled himself and became obedient to
death – even death on a cross! (NIV Bible,
Philippians 2:5-8).
Don Howell (2003) notes that, “Those who stand out in
Scripture as leaders are designated, first of all, ‘servants of the Lord’”
(p.4).
Habits of character also seek to include others rather than
merely leading them. Sashkin & Sashkin (2003) suggest that the best leaders
lead in a way that, “when the work is done and the goal attained, the people
say, ‘we did it ourselves’” (p. 7).
Habits of Authentic
Communicative Performance
Habits of authentic communicative
performance deal with the coupling of effective communication skills with
genuinely held values and beliefs. Eisenberg et al. (2007) suggest that
leadership today is dependent upon 1) the ability to create and verbalize a
compelling vision for the future, 2)
the development of a credible life story,
and 3) the ability to “use language
performatively to inspire others to choose those desirable future actions
and to work hard to help you attain them” (p. 286).
As we think of “authentic” communication, Ford (1991) refers
to the Master communicator—Jesus…
If we go to Jesus expecting to find
a conscious philosophy of communication or specific speaking techniques, we
will be disappointed. If, however, we see communication not as a technique, but
as an expression of all that we are, then we find in Jesus the model of a
master communicator (p. 230).
With all the means of communication available to us today,
we may forget that principles of good communication are not new. Ford (1991)
cites Aristotle as setting forth enduring principles for effective persuasion.
“He (Aristotle) taught the importance of combining logos (the essence of the message), ethos (the credibility of the message) and pathos (the appeal to the inner motives of the hearer)” (p. 230).
Next week, as pertaining to the idea of being “authentic”
touched upon above, we will begin a series on the subject of “Authentic
Leadership.” So tune in again next week!
_______________________
References:
Eisenberg, E.M., Goodall, H.L. & Tretheway, A. (2007). Organizational communication. Balancingv
crativiety and constraint. Boston ,
MA
Maxwell, J.C. (2003). Thinking
for a change. 11 ways highly successful people approach life and work. USA : Warner
Books
Howell, D.N. (2003). Servants
of the servant. A biblical theology of leadership. Eugene , OR
Sashkin, M. & Sashkin, M.G. (2003). Leadership that matters. The critical factors for making a difference
in people’s lives and organizations’ success. San Francisco : Berrett-Koehler Publishers,
Inc.
Ford, L. (1991). Transforming
leadership. Downer Grove ,
IL
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