Leaders, managers and power mongers

Hugh MurphyLAI CDG

Oct 14 2016

I am a manager…• 4 departments• 25+ staff• This is what I applied

to do

Dilbert © Scott Adams

Managers• a manager is constrained by the

self generated framework within which he or she makes meaning.• Research by Torbert (1991) in the

US and by The Harthill Group in the UK on small samples (487 and 125 respectively) has shown that the key stages for managers are technician (34%), Achiever (46%), and Strategist (9%).• A LEADER is something different

I am a leader…?• Of whom?• In what?• How did I get here?

I am a power monger? • Role blur• Energy theft• Gender?

So…YOU ARE APPOINTED TO BE A MANAGERYOU CHOOSE TO BE A LEADERYOU CHOOSE TO BE A POWER MONGER

The challenge of capacity and viewDo we restrict our potential for change by viewing

through a traditional lens?

KEY LEARNING: in librarianship, we are a smart and capable group. Typically issues of ‘capacity’ do not relate to intellect, endeavour or intention, but to emotion and

confidence and the ability to ‘make meaning’

Synchronicity idea:if everyone, by working in harmony can change

the world, then traditional hierarchies and power structures need no longer apply – what can we take from this to apply it to our own

personal and professional situations?

If our profession is changing so dramatically and so radically (it is) then perhaps Given the fluidity we see in world society, coupled with globalisation, economic liberalisation and the tearing down of traditional power structures,

the importance of thinking in a new way becomes even more apparent

What constitutes success?The result?The process?The change

Perspectives are relative • Everything we see is influenced• A leader tries to comprehend the view of

others

So:• Everything starts with ‘why’• Everything can be reframed

CRITICAL BENEFIT: this helps us understand that not everyone sees how you see, and not everyone is good at what you are good.

Perspectives are relative “Grounded in the theory of ‘social

constructionism,’ AI recognizes that human systems are constructions of the imagination and are, therefore, capable of change at the speed of

imagination. Once organization members shift their perspective,

they can begin to invent their most desired future.”

Watkins, J.M. & Bernard J. Mohr. Appreciative Inquiry: Change at the Speed of Imagination, Jossey-Bass, 2001, pages xxxi - xxxii

What’s my perspective? What's not?

‘No problem can be solved from the same level of consciousness that created it. We must learn to

see the world anew’-Einstein

Some more theory…Kouzes and Posner:Assumptions• Leadership is a relationship• Leadership is an

observable, learnable set of practices• The self-confidence required

to lead comes from learning about ourselves. • Leadership development is

self development

5 leadership practices:• Modelling the way: finding your voice;

setting example; aligning actions with values• Inspiring a shared vision:

imagination, excitement, appeal, shared aspirations• Challenging the process: searching,

changing, growing, improving• Enabling others to act: trusting, co-

operating, sharing power• Encouraging the heart: recognising,

appreciating, celebrating

Key leadership questions:If the core of leadership is sharing, authenticity, challenging and changing our views….…how do we do this in a hierarchical situation

If I put myself ‘out there’ will it be exploited by the ‘power mongers’?

Can you live with the decision?

Conclusions• You are appointed to be a

manager• You choose to be a leader• You need self awareness• A good leader doesn’t always

deliver better results (gasp!)• Leaders are always at the

top?• Bobby and Jack Charlton

Thank you!

Hugh MurphyHugh.murphy@nuim.ie

@hughtweet