Oriental wisdom and western leadership

Abstract

Effective leadership and engaged followership, needed for peak performance and radical change, appear to belong more to the emotional domain than to the cognitive domain of thinking, selecting, and willing. This article starts with an oriental teaching story showing how to operate in the emotional domain in order to make change happen. A western cognitive model is then presented evidencing the tasks an effective leader cannot delegate. In an increasingly complex world added-value leadership has to integrate both the eastern wisdom related to the emotional domain of satisfaction, stress, and control and the western cognitive domain. From this combination, new leadership tasks emerge: second level observation or self-remembering, ethical reflection, giving orientation, structuring, dynamizing strategies and actions, and appropriate handling systems.

Lideratge prosocial i acció col·lectiva: anàlisi sumari de l'experiència spring

“…La complexitat i la multiplicitat de relacions que poden portar-se a terme, en cada moment, fan que planificar o preparar-se per al que pugui venir sigui difícil o potser impossible (Hinterhuber, 1996). Els líders poden ser més efectius en un ambient impredictible, quan més enfoquen la seua estratègia en matèria d'adaptació i millora continua davants els imprevistos.…”

Renaissance Leaders Global Trends and Emerging Forms of Leadership

“…The future is more unpredictable than it has ever been and the planning window even narrower because of the multiplicity of things to consider (quantity and kind of variables) and the complicated nature of their interrelationships, and the speed with which opportunities and threats come upon us. This makes traditional planning and preparation difficult, if not impossible (Hinterhuber, 1996). We can, however, better learn to read emerging trends and consider their implications (Day and Schoemaker, 2008).…”