Lecture #2 - Management versus Leadership

From Fear to Curiosity

David Rohrmann, Michael Hengl, Martin Sambauer

• Publisher: Das Integral
• Year: 2014
• eBook ISBN: 9783955778286
• Topic: Business
• Subtopic: Management
• Index: Business

What are the differences between leadership and management? How are they connected? What is the common goal? What methods do leaders and managers use? The essence of leadership is to create meaning and to formulate the appropriate goal while giving explanations for actions. The essence of management is to pave the way and to ensure the implementation of necessary steps to achieve the goal. It is possible to distinguish between the choices of having to or wishing to do something. If the chief punishes hunters who refuse to join in, the hunter runs towards the stag because he wants to run away from punishment. In fact, he is running away from, rather than towards, something. This is what we call a negative vector of motivation. Avoiding hunger is also a negative vector of motivation. In the temporal dimension, both incentives tend to be short-lived. If, on the contrary, the hunter bursts into a run because he wants to unite with the animal's soul, he is following a positive vector of motivation towards union. In all primeval societies, the shaman, not the chief, instilled this way of thinking in the hunter. The motivation of uniting spiritually in death with the totem is imbued with the idea of divine eternity and happiness. It transcends existence and imparts a higher purpose or meaning to life than pure self-preservation.

Lecture #2

Management vs. Leadership

-

From fear to curiosity

Copyright 2014: Michael Hengl, David Rohrmann, Martin Sambauer.

Autoren: Michael Hengl, David Rohrmann, Martin Sambauer.

ALL RIGHTS RESERVED. This book contains material protected under International and Federal Copyright Laws and Treaties. Any unauthorized reprint or use of this material is prohibited. No part of this book may be reproduced or transmitted in any form or by any means, electronic or mechanical, including photocopying, recording, or by any information storage and retrieval system without express written permission from the author / publisher.

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1492.// School of Business

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Introduction

Vectors of motivation

The archetypal principles of management and leadership

Opposing forces

Complementary forces

The chief = M

The chief‘s fundamental duty: coordination through communication

A) Define aims

B) Secure participation

C) Guarantee reward: justice

The chief‘s strengths

Representation: eagle‘s feathers and chronographs

The chief‘s weak points

Summary of management qualities

The shaman = L

The shaman‘s fundamental duty: lofty aims and endowment with meaning

The shaman‘s strengths

Representation: rituals

The shaman’s weak points

Summary of leadership qualities

The „integral leader” = ML

The integral leader‘s fundamental duty: balance and consciousness

The integral leader‘s strengths

Joke

The integral leader’s weak points

Balance and prosperity

Interorganisational balance of roles

Martin Luther King and John F. Kennedy

Intrapersonal balance

Talents

Conditioning

Followers’ preferences

Roles that depend on context

Spontaneous reactions

Rigid roles

Prosperity

Uncertainty Grid

Initial situation

Axis

X axis

Y axis

M challenges: left hand triangle

Example 1: the green room

Example 2: Netscape Mozilla

Cases where pure management fails

L challenges: right hand triangle

Example: humanitarian relief organizations operating in disaster areas

Where pure leadership fails

The integral ML square

Introduction

What are the differences between leadership and management? How are they connected? What is the common goal? What methods do leaders and managers use?

The essence of leadership is to create meaning and to formulate the appropriate goal while giving explanations for actions. The essence of management is to pave the way and to ensure the implementation of necessary steps to achieve the goal.

Vectors of motivation

There are different reasons why people do things, how long they engage and how intense that interaction is. And why do people participate at all?

It is possible to distinguish between the choices of having to or wishing to do something. If the chief punishes hunters who refuse to join in, the hunter runs towards the stag because he wants to run away from punishment. In fact, he is running away from, rather than towards, something. This is what we call a negative vector of motivation. Avoiding hunger is also a negative vector of motivation. In the temporal dimension, both incentives tend to be short-lived.

If, on the contrary, the hunter bursts into a run because he wants to unite with the animal‘s soul, he is following a positive vector of motivation towards union. In all primeval societies, the shaman, not the chief, instilled this way of thinking in the hunter. The motivation of uniting spiritually in death with the totem is imbued with the idea of divine eternity and happiness. It transcends existence and imparts a higher purpose or meaning to life than pure self-preservation.

The shaman succeeds in awakening a desire for something different, the unknown that cannot be named, whereas the chief does his utmost to preserve that which already exists. The chief guarantees safety in a physical world full of dangers when his followers subject themselves to his regime. In contrast, the shaman is capable of arousing curiosity about something different when his followers become reconciled with their own strength and fate and can thus make the transition from fear to curiosity.

The archetypal principles of management and leadership

Opposing forces

The motivation generated by the chief and the shaman therefore serves opposite ends. While one avoids danger in order to ensure the safety of his followers, the shaman conjures up danger by awakening a desire for something new and different and thus spurs the transformation of the individual and of the whole system.

But it is not sufficient to apply chieftain methods to avoid dangers for the system. The context of systems is constantly changing. New things come by themselves. Those who are reluctant to accept that, trying to just defend the existing will sooner than later not be able to bring about the necessary transformations. This is why the role of the shaman is extremely important, stimulating the curiosity for something new.

Complementary forces

All social systems, including tribal communities, operate in a changing environment. Transformation is an external constraint impinging on all social systems‘ cultural heritage with increasing speed over the course of time. All human organizations must therefore cultivate growing adaptability if they are to remain in existence. They must face up to the transformation and adjust to it if they are to survive.

It was not by chance that both roles always coexisted in primeval societies...

Table of contents

• Introduction
• The archetypal principles of management and leadership
• Balance and prosperity
• Uncertainty Grid