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pygmalion
training people for great things

TOWARDS ECO-LEADERSHIP
My Socratic audit: Why do I think leadership is an art?
twenty years I knew everything I needed to know about leadership. But now, I
realise that I know practically nothing. The same thing happens to me with
literature, philosophy and art... (adapted from Keith Grint)

100
Text
75
50
25
0
1998 2000 2002 2004 2005 2007 2009 2011

my understanding my knowledge

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TODAY WE ARE GOING TO
LOOK AT....
• Where do leaders come from?

• Can we ‘do’ leadership?

• What are the 4 main schools of leadership?

• what are the dangers of the romance of leaders?

• When we should use command, management or
leadership solutions

• What and why is eco-leadership?


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WORK
• Work is the new religion, the
new cultural phenomenon.
The secret of successful
religions is to make you feel
part of something bigger.

• we fear and worship it

• It has its heroes, rituals,
palaces and symbols

• and when we don’t have
work we feel alientaed from
society.

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WHY ARE PEOPLE
UNHAPPY AT WORK?
‘MUSTURBATION’
OR THE PROBLEM OF HIGH EXPECTATIONS
- OR RATIONAL EMOTIVE BEHAVIOUR
THERAPY (PSYCHOLOGIST, ALBERT ELLIS) For me to be happy.....
Everyone must like me
Life must be easy
I must be succesful

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BAD, BAD LEADERSHIP
FADS LIKE BAD SCIENCE
ARE EVERYWHERE:
BE CRITICAL, BE
SCEPTICAL
Wilhelm Reich, Austrian psychotherapist and
disciple of Sigmund Freud, also invented the
the orgone accumulator. His theory being that
almost all psychological problems could be
solved with an optimal orgasm. And the
orgone accumulator provided just that for
Mailer, Salinger, Burroughs and Kerouac

he later applied the same ‘science’ to
rainmaking.... and the orgone cloudburster

read more about Wilhelm in ‘adventures in the orgasmatron: how the sexual revolutio
came to America’, by Christopher Turner (2011)


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THINGS YOU SHOULD
KNOW ABOUT LEADERSHIP
• Leadership is messy.

• Any attempt to oversimplify
leadesrhip is ﬁne if you want to sell
self help leadership books to people
in airports, write articles for the
HBR, teach at a university.... but
there are no seven steps to success,
there is no ‘can’ in cancer.

• one minute you are a hero and the
next minute a villain

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cultural ‘zeitgeist’ for the
21st century.... or is it just
‘schadenfreude’?

ACCOUNTABILITY

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WHEN DO WE DO
LEADERSHIP?
Imagine: you break your leg.
Your friends take you to
hospital. This is a critical
situaton and the response is
clear.
• command
At the hospital, the doctors
apply ‘elegant solutions’. they
use management and follow • management • critical
process.
But what type of problem is • tame problem
it if you are taken to a
• leadership
restaurant? • diabolical problem

adapted from Keith Grint ‘ wicked problems, clumsy solutions

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ELEGANT AND CLUMSY
SOLUTIONS - K GRINT increasing
uncertainty about the
solution

wicked lead

tame manage
increasing need for
collaborative solution
critical command

coercion calculation normative
hard power rational emotional
soft power

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GLOBAL WARMING:
M. DOUGLAS - GROUP/GRID
Text
grid:
Fatalists: Hierarchist
Nothing can be done. people are selfish.
the rules should be stricter. Get a
increasing rules and the end of the world is inevitable
disciplinarian to enforce Kioto.
regulations Text

Individualists Egalitarians
we need to encourage companies to
we need to consume less and move
create. market forces will solve the
towards sustainable community life
problem

Douglas, M, (2008/1966) Purity and Danger, Routledge.

group orientation
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STYLES AND SCHOOLS OF LEADERSHIP
• transactional therapist:
controller: mayo, maslow up to
• charismatic SM FW Taylor,
goleman, boyatzis, etc
Where?
Strategy by design
pulbic sector - education
• ubuntu rational
middle management
Where:
leader as coach
industrial/nuclear
• transformational
charismatic: eco leaders: ?
• servant leadership steve jobs, etc Business as a network or
danger - the ‘romance’ of eco system
leaders connectivity,
• strategic leadership Where? inter-dependence,
post industrial settings ethics and
leadership spirit
• team/eleadership multinationals
knowledge industries
top management
• invisible leadership
collective leadership
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THE NATURE OF
ORGANISATIONS
• political conﬂict is in the nature
of all organisations. Shakespeare
and many other writers have
understood this. Proponents of
SM and Design Strategy have
not.


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leading change
• most rational
models of
change
leadership look
something like
this. Is there
anything
missing?

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more recent models take on the
emotional, social aspects: Kotter’s model:
• Establish a sense of urgency that builds on people’s readiness for change

• Develop a powerful guiding coalition to help steer forward the change.

• Create a vision of the future situation that will be achieved and strategies for
achieving it to guide the change process

• Communicate the vision in different ways frequently and widely across the
organisation

• Empower others to act on the vision, by removing obstacles, such as lack of time and
resources.

• Plan for and celebrate short term wins. those initially opposed to change, and
building momentum and a critical mass of support.

• Consolidate improvement and encourage the generation of further ideas and projects
for change to re-energise the process and avoid feelings of anti-climax when the
change is achieved.

• Institutionalise new approaches and ways of working so that they become anchored
in the organisational culture.

•

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INSIDE THE THERAPIST
DISCOURSE - EI LEADESRHIP
FROM GOLEMAN Y BOYATZIS):
1‘Pace – setting

2 Commander

3 Visionary

4 Affiliative

5 Coaching

6 Democratic

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ECO LEADERS
• According to Simon Western: ‘Internal
organizational eco-system: creating thinking
spaces, breaking silo culture, connecting and
communicating, working with feedback loops to
respond to change, creating an organizational
architecture that enables distributed leadership thus
creating an adaptive organization.

• • Eco-leaders also focus on the external
environment: political and environmental trends,
stakeholders, competitors, realizing the
interdependence between their internal organizational
ecosystem within a wider eco-system. This is no-
longer considered an altruistic act, but vital for
sustainable success.

• • Corporate social responsibility,
sustainability and ethics, continuity and change, and
leadership spirit are key attributes of eco-leadership.

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• passion for what they do
SPANISH CHEFS: A
• apprenticeships away from home SUCCESS STORY

• formal lifelong training

• interconnected

• hugely ﬂexible in hours, pay and location

• learning for life and communication with peers,
conferences, congresses

• total ﬂexibility - constant movement between
restaurants

• Can you think of any more reasons for their
success


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LA CATEDRAL DEL SISTEMA
ALIMENTICIO ACTUAL – EL
El ‘King Piggly Wiggly’ patentado en 1917
SUPERMERCADO
formaba a sus empleados para mantenerse invisibles

Inauguró la edad de la despersonalización total en la comida: Comida rápida, auto-
servicio, comida basura, pobres gordos y ricos ﬂacos.

Y el sistema sigue más o menos igual hasta hoy…


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WHOLE FOODS MANAGEMENT
SISTEMA DE VALORES
• Amor
• Cada pequeño equipo tiene la última
• Comunidad palabra en la contratación y elige a sus
miembros
• Cada equipo recibe un plus $ mensual
• Autonomia según su rentabilidad
• Cada equipo dispone de acceso a los
resultados y sueldos de los demás
• Egalitarianism empleados en su tienda y otras tiendas
• Cada equipo decide lo que vende en
su departamento, y a qué precio
• Trasparencia

• Misión
Empleados = libertad para hacer las cosas
bien y motivados para hacerlo rentable

BIBLIOGRAPHY
• Management challenges for the 21st Century - Peter Drucker
• the future of management - Gary Hamel
• The Great Reset - Richard Florida
• Douglas, M, (2008/1966) Purity and Danger, Routledge.
• Grint, K, (2005) ‘Problems, Problems, Problems: The Social Construction of
Leadership’, Human Relations, 58,11, 1467- 1494.
• G. Hamel, (2007), The Future of Management, Harvard
• Knud Illeris et al, (2009) Contemporary Theories of Learning, Routledge.
• Michael Foley, (2010)The Age of Absurdity, Simon & Schuster
• Richard Wiseman, 2010, 59 seconds. Collinson, D. (2005) Rethinking followership: A
post-structuralist analysis of follower identities
• Hickman, G. (2010) Leading Change in Multiple Contexts
• Western, S. (2008) Leadership: a critical text

Mba unican liderazgo david harrison

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