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"The
times they are a'changing"
Even
Dylan's lyrics could hardly have anticipated the chaotic pace at which we
experience the world. Alvin Toffler"s disturbing portrayal of our lives in
the book that rocked the world in 1970, Future Shock, describes our
world through the concept of transience. "Transience is the new
'temporariness' in everyday life". The 21st
Century delivers a world of information, a global challenge referred to by
some as the Information Age...by others as the age of applied
imagination...the age of innovation. This dynamic and transient world has
led to what Toffler refers to as "the death of permanence". What are the
expectations of leadership in a world marked by such an accelerated pace of
life?
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Given the context in
which today's leaders operate, Mila considers the role of brain research in
offering some insight into leadership minds. Given the rate of change
experienced today, emerging models of leadership cannot remain static. The
current climate in our country is desperately seeking strong leaders who can
meet the challenges and transform the current system into something we are
proud of. These leaders will need to put aside the books, articles and
theories relating to leadership, and look inward. They must begin with the
exciting challenge of discovering themselves and the way they come across to
those they lead. In the quest to understand their own minds, and the minds
of those they lead, they will begin to take route and embark on a journey of
growth through diversity of thinking. |
Alvin Toffler
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Our understanding of leadership should
come from an understanding of how the human brain functions. Roodt suggests
"leaders have to tap into their cognitive (IQ), emotional (EQ), and
spiritual (SQ) intelligences as well as utilize the power of intuition" (Roodt,
2005, p.10). With a deep understanding of how you operate you are able to be
flexible in your approach to self and others. The core understanding of
leadership must come from having insight into your own mind. We are facing
challenges never seen before and a good leader will be measured on their
ability to deal with the unexpected, when there is no time to apply a
theory, only time to use your mind. "To be contextually relevant leadership
must be understood and practiced as a dynamic process. It cannot be a static
formula or designer method" (Roodt, 2005).
The importance of understanding how you
prefer to think and how those around you prefer to think is the beginning of
insight into Whole Brain Thinking, and hence Leading with your Whole
Brain. The determining factor of successful whole brain thinking is a
willingness to move between the four quadrants identified. Although you will
derive your passion from the area in which you prefer to think, and passion
is a key ingredient, a leader must be flexible in moving between the four
quadrants.
Each preference for thinking results in
the way we choose to deal with information ... to react, communicate and lead.
Our preference will determine which leadership style we would choose to
follow. Some people prefer to see the big picture. They have a preference
for holistic thinking. They appear to be unstructured, chaotic. They are
flexible and can become restless with routine. From change agents and
charismatic leadership to visionary leadership and spiritual leadership,
these people are passionate about the way they think. "One of the critical
skills needed for leadership in terms of developing strategic thinking is
the ability to understand situations from a holistic perspective to provide
creative solutions" (Sondhi, 2006). Other people prefer a detailed, step by
step approach to dealing with the world. They like routine, they thrive on
structure and usually follow a task orientated leadership style. These
people place a strong emphasis on tradition and organization. "A task
orientated leader" (Neethling, 2006). Still other people prefer to focus on
concrete information…the facts. They enjoy to manipulate numbers and analyse
situations. They are passionate about accuracy and logic. For these leaders
there is black and white, no grey. These people often choose an
authoritarian or bureaucratic style of leadership which "values rules,
regulations and rank". (Sousa, 2003) Control is a force that drives them.
They enjoy intellectual stimulation and are often the ones who prefer to be
experts in teaching and learning. Then there are others who prefer a
person-orientated approach. They are passionate about teamwork, co-operation
and relationships. They usually choose to follow a participative style of
leadership. These thinking preferences are described in a number of Whole
Brain Models. Ned Hermann's Four Quadrant thinking model was developed in
the late 1970's. Building on the work of Paul Torrence on creativity, Kobus
Neethling developed the eight dimensions of whole brain thinking.
The shift in thinking is now explained by
moving away from the context ... and the theories ... towards the understanding of
self. Your thinking preferences are what gives you the passion and
commitment to live your life. They can be an asset. However, if they become
the only way you think, then they become a liability. It is through a
greater understanding of yourself, and the way you come across to others,
that you can begin the journey of understanding others, that you explore
your interpersonal intelligence.
"Leadership is
communicating to people their worth and potential so clearly that they come
to see it in themselves" Covey
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