Uwe wrote: "My emerging view is that the leader/follower conversation in terms of polarization leads into a dead end. We need both, leaders and followers interacting more like in a dance. In my view it is the diversity of a group and the absolute adherence to the principle that no one is "better or worse", "higher or lower" just because of the capabilities he or she brings to the group. This I believe is the second great obstacle for all - we want to be seen as someone special but we do not want that "specialness" to seperate us."
Another consideration is that our behaviour and the roles we play may be determined by our place in an organization. Barry Oshry cited the term "the dance of blind reflex" to describe the behaviours of folks at different levels in an organization. He observed that most organizations have the same three levels of citizenship: burdened tops, oppressed bottoms, torn middles. He found that this dance is so ingrained that it plays out even if folks switch stations or roles unless they become aware of the dance and choose consciously to interrupt it. His book, Seeing Systems, is a delightful read - written mostly in verse. So, where I'm going with this, is that I agree with Uwe that a dance-like interaction between leaders and followers takes place, but sometimes the dance is unconscious. If the dance is based solely on the role that each individual holds within the organizational hierarchy, then the organization becomes stagnant, steeped in this reflexive, reactive dance. Nothing changes. Each person plays out their part according to their role, and each role supports the assumptions of the other. However, if we were to orchestrate/choreograph the dance consciously, then we'd have more fruitful, satisfying relationships and we'd get more things done. I dunno if I've said this very well. The other distinction that strikes me is that the most effective leaders in organizations are often not those who hold the official role. Leadership is as often as not from beside, behind or underneath, and certainly there is leadership at every level of an organization. Indeed, those who truly drive an organization are often far away from head office (ask any teacher who runs the school, the principal, the secretary or the custodian!). This unofficial leadership is what breathes life into an organization and what gives OST its power. When leaders at all levels flourish, then an organization becomes vibrant, resilient and dynamic. I think, in some ways, that it would be helpful to throw away the notion of leadership/followership and look at organizations as creative collaborations of individuals who share a common goal. Probably heresy, but I'm in good company, eh, Harrison? Thanks for starting this fascinating thread, Peggy. Laurel. * * ========================================================== osl...@listserv.boisestate.edu To subscribe, unsubscribe, change your options, view the archives of osl...@listserv.boisestate.edu Visit: http://listserv.boisestate.edu/archives/oslist.html =========================================================== osl...@egroups.com To subscribe, 1. Visit: http://www.egroups.com/group/oslist 2. Sign up -- provide an email address, and choose a login ID and password 3. Click on "Subscribe" and follow the instructions To unsubscribe, change your options, view the archives of osl...@egroups.com: 1. Visit: http://www.egroups.com/group/oslist 2. Sign in and Proceed