3 courses into the MS in Leadership curriculum, I find that
I understand what it is to be a leader much better than I did 6 months
ago. I have done many of the things that
are incorporated as being a good leader, however I did not understand what I
was doing or better ways to employ them.
Denning’s book was a great read and something that I plan to use as I
continue my path towards better myself, while his dimensions of leadership are
also a great thing to keep in mind also.
Denning breaks down his requirements for today’s interactive
leader. First, he says that the
interactive leader works with the world rather than against it (Denning
2011). I completely agree that if you
look for ways to allow the momentum of the world to work in your favor, you can
use the energy you didn’t use in fighting the world and place it into other
areas. Second, he says that an
interactive leader both adds and subtracts elements from the leadership palette
(Denning 2011). What he was trying to
say was that the interactive leader cannot submit himself to performing
manipulative tactics or other less than ethical means. I also agree – it is hard for you to stand up
in front of an organization and proclaim that you want an ethical company and
then turn around and be unethical yourself.
You must embody your organization at all times in order for your people
to believe in you. As a naval officer, I
strive to be the best officer I can be by attempting to embody what it is to be
a naval officer. I stand by the core
values of honor, courage, and commitment, I am in good physical shape, I have
rock solid integrity, and I demand the same from my sailors. Thirdly, he says that interactive leadership
builds on personal integrity and authenticity (Denning 2011). Continuing from my previous statement, people
will not follow you if you can’t practice what you preach. In this case, no one would say that they run
an unethical company therefor you must be ethical. Also, today’s workforce is much more in tune
with the ethics associated with business practices (or at least I would like to
think that) – they will (should) not stand for someone who acts in a
questionable manner. Again, this is
something I already incorporate into my daily life and something that I will
continue to do.
The fourth dimension is something that I have a hard time
swallowing as a military leader, however I get what he is saying. Denning states, “Interactive leadership doesn’t
depend on the possession of hierarchical authority” (Denning 2011). Although I am in an organization that has a
very strict hierarchy, what he is trying to say is that leadership can occur
within all levels of an organization and not just from the top down. Even though the military has the hierarchy,
it fully supports and promotes leadership at all levels, from the junior most
seaman up to the senior most admiral. This
is also something that I work very hard to promote within my subordinates –
deck plate leadership development is key in developing a strong senior enlisted
corps. Fifth, interactive leadership
benefits from an understanding of the different narrative patterns that can be
used to get things done in the world (Denning 2011). Here he is saying that you must be able to
use different communication means in order to connect with your subordinates.
In summary, Denning’s view on interactive leadership is
right in line with what my opinion of a leader should be. Being ethical, accepting of things he can’t
change, promoting subordinate development, being a good communicator, and
having integrity are all things that a good leader must do in order to be successful. I hope that some of my guys that I have
worked with would say that I meet these dimensions, but regardless of whether
or not I did then, I will certainly strive to meet them in the future. LT Mike Hall signing off from the MSLD 521
blog!
Denning, S. (2011). The leader's guide to storytelling. (2
ed.). San Francisco: Jossey-Bass.
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