The Mythology of Leadership

nick shackleton-jones, aconventional, Mar 07, 2015
Commentary by Stephen Downes

With nick shackleton-jones I tend to agree that "leadership models tend to overstate and rationalise the role of leaders, politely glossing over the fact that in most organisations many leaders were probably not ideal candidates for the role." It's a common instance of the tendency to overascribe outcomes to a single or pivotal cause. This is especially the case with what he typifies here as 'pre-conventional' leaders (mantra: avoid punishment) and 'conventional' leaders (mantra: follow the rules). I personally have long subscribed to the belief that what qualifies people to be leaders in many organizations is the ability to do what they are told. One of the happy changes in my recent life is that this model seems to be changing in my own employment environment.

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