No leadership exists except in relation with others. Organisational proximity causes interpenetration, both spiritually, organically and mentally, which leads to organisational differentiation. Diffusion then results from synergy and improved communications, which leads to an accelerated counter process of ever solidarity, turning the whole organisation into a single "inter-thinking" unit. This convergence of both radial and tangential energy spirals in a collective ascent toward higher awareness. The authentic leader is the transcendent crown of organisational evolution. The Omega of this spiralling ascent is a collective, personalised, and enlightened organisation.

The word management derives from the Latin word “manus”, and refers to the hand, and in old Roman law referred to the power over other people, especially that of a man over his wife. We associate management with tasks, targets, budgets, policies, procedures and keeping things steady.

Leadership is more like the captain of a ship who sets the course. We associate leadership with vision, inspiration, potential and change.

I like to compare leadership to an orchestra conductor. Orchestra conductors have to be able to hear in their mind how they want the music to sound and then convince the orchestra to agree with, and even be inspired by, that “vision” and put their heart, soul and professional pride into making it sound that way. The leader orchestrates synergy. The flute player, alone, cannot do justice to Beethoven’s concerto for violin and orchestra in D major. In order for that, the entire orchestra needs the leadership of the conductor.

Clearly, management and leadership and management are different charisms. You can be a good manager without being a leader. You can be a leader without managing. The most successful people, though, are those authentic leaders that gird themselves with the mantle of management. The two are not mutually exclusive, but different functions, and should not be confused. Undoubtedly, both are necessary as we endeavour to chart a course through the turbulent waters of the 21st Century.

steve@zerotcd.com.au

Leaders have high moral and ethical values. Leaders convey authentic interest in followers. Leaders have an inspiring vision. Genuine trust exists between leaders and the group. Followers share leader’s values and vision. Leaders and followers achieve synergistically beyond self-interest. The values based leader strives to generate opportunities for everybody to make meaningful contributions to decision-making. Innovative thinking and action is expected. Group impetus is to do the right thing. Leaders mentor, and encourage group members to do the same.

steve@zerotcd.com.au

An authentic leader not only wields influence, but appeals to the not negotiable or core values of the follower. They inspire followers to achievement by engaging shared values and by fulfilling the higher order needs of the group. An authentic leader rises above the ordinary self-interest and through hard work; the group eventually comes to share the leader’s goals and values, transcending their individual self-interest in the process.

Authentic leaders help clearly articulate a set of values for the whole organisation or team. They constantly reflect on the values to ensure they are appropriate to achieving the desired goals. They exemplify or symbolise the values with their own actions. They persuade others to relate the values to their decisions and actions. They uncompromisingly confront and manage pockets of lack of knowledge and opposition.

steve@zerotcd.com.au