Revolutionary Leadership in Today’s Economy
By Arthur F. Carmazzi
Principal founder of the Directive Communication discipline

Today’s leadership is far more complex than just ten years ago. Customers’ expectations have risen, and with higher expectations come the need for organizations to meet those expectations. Thus, leaders now have a greater responsibility to perform and to manage higher levels of performance. Organizations need to not only promise, but to deliver greater service, more innovative products, and better quality. Leaders must influence their people beyond skill to the very core of their human needs and values in order to be a part of that promise. For an organization to deliver on their promises (their brand), their people must live the values that the organization expresses in their marketing and branding. People need not just to do their job, but to become a self actualizing, innovative part of the organization and its promise. This task falls on the leaders to accomplish but is hardly easy when each person has their own agenda. It also creates additional stress on both leaders and subordinates whose results are no longer just based on getting the job done, but in being a certain way when doing it.

The authoritative hierarchical corporate culture that has traditionally been based on seniority is successful in getting people to take action in their jobs. The question is “How effective is that action?” It’s not surprising that recent surveys have shown that 6 out of every 7 people dislike going to work. Not because they hate their jobs. In fact many enjoy what they do, but there is something about their work or environment that doesn’t fulfill their needs and it’s not just about money.

If we feel good about work, if our fulfillment goes beyond the need for having a secure job, then we can be more enthusiastic, more willing to go the extra mile, and more innovative and productive. To positively influence the corporate cultures we exist in, we must align the values of our employees with the values of our organization. We must create an environment that fills the psychological needs of the individual through the attainment of the corporate mission. We must cultivate our employees to direct the emotions and attitudes of their peers. And we must nurture our leaders multiply their strength through contribution and not significance.

The revolutionary leadership stance is one that guides people through psychology and deals with cultivating the best characteristics and attitudes in each individual to create empowered teams, then replicate those attitudes throughout the organization. Only through awareness of the human condition and culture management can leaders have the influence necessary to accomplish this task.

Part One: 1 | 2 | 3 | 4 | >>
Part Two: 1 | 2 | 3