Leadership 

Introduction " Leadership that endures does not come to those who strive for place and power nor for those who have their eyes only on outward conditions and overlook the underlying causes. Leadership does not come to those who place the personal self and its position and power before the good of the group. It comes enduringly to those who seek nothing for the separated self, to those who lose themselves in the good of the whole." From A Treatise on White Magic pg. 140  by Alice A. Bailey This month, join us as we explore visionary, ethical, spiritual and servant-leadership —some of the new faces leadership is wearing these days—or attempting to wear. Visit the websites of the groups we list here and the events they are sponsoring to expand your understanding even more.

A good leader inspires others with confidence in him; a great leader inspires them with confidence in themselves. Anonymous

Who is the Servant-Leader?

"The servant-leader is servant first.

...It begins with the natural feeling that one wants to serve, to serve first. Then conscious choice brings one to aspire to lead...The difference manifests itself in the care taken by the servant—first to make sure that other people's highest priority needs are being served. 

The best test, and difficult to administer, is: do those served grow as persons; do they, while being served, become healthier, wiser, freer, more autonomous, more likely themselves to become servants? And, what is the effect on the least privileged in society; will they benefit, or at least, not be further deprived?" 


— from The Servant as Leader by Robert K. Greenleaf
  http://www.greenleaf.org/

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The leader's power...is the personal expression of the leader's commitment to the fulfillment of his or her vision or dream. It may be quiet and steadfast or joyously ebullient, but is congruent with their inner character. It is used to build and to enhance. And it is founded on the bedrock of love. Phil Alexander, 9/5/91

The final test of a leader is that he leaves behind him in other men the conviction and the will to carry on. Walter Lippmann 

" As for the best leaders, the people do not notice their existence. The next best, the people honor and praise. The next, the people fear; and the next, the people hate ... When the best leader's work is done the people say, 'We did it ourselves!'" — Lao-tsu

The difference between the methods of the old age and that of the new can be seen expressed in the idea of leadership by one and leadership by a group. It is the difference between the imposition of an individual's response to an idea upon his fellow men and the reaction of a group to an idea, producing group idealism and focalizing it into definite form, carrying forward the emergence of the idea without the dominance of any one individual. 

Esoteric Psychology - Volume ll pg. 145 Alice A. Bailey

No true leader can be anything but humble, for he realizes the magnitude of his task; he appreciates the limitations of his contribution (in the light of the vision) and the need for constant self-development and the cultivation of the spirit of steady inner spiritual learning, if he is ever to make his proper contribution. Therefore, keep learning; keep dissatisfied with yourself and your attainment, not in any morbid sense, but so that the principle of growth and of pushing forward and onward may be fostered in you. We help others through our own effort to attain; this means clear thinking, humility and constant adjustment. Discipleship in the New Age - Volume ll page 705 Alice A. Bailey   Visionary Leadership  Visionary leaders are the builders of a new dawn, working with imagination, insight, and boldness. They present a challenge that calls forth the best in people and brings them together around a shared sense of purpose. They work with the power of intentionality and alignment with a higher purpose. Their eyes are on the horizon, not just on the near at hand. They are social innovators and change agents, seeing the big picture and thinking strategically. There is a profound interconnectedness between the leader and the whole, and true visionary leaders serve the good of the whole. They recognize that there is some truth on both sides of most polarized issues in our society today. They search for solutions that transcend the usual adversarial approaches and address the causal level of problems. They find a higher synthesis of the best of both sides of an issue and address the systemic root causes of problems to create real breakthroughs. From the website of The Center for Visionary Leadership http://www.visionarylead.org/  "To lead people, walk beside them."     —Lao-tsu

 

LEADERSHIP: THE NEED FOR A SYNTHESIS OF HIERARCHY AND DEMOCRACY
Ó 1999 Corinne McLaughlin

Synthesizing the principles of hierarchy and democracy was perhaps the most important lesson I learned about leadership in the non-profit organizations I've worked in. Having previously experienced only oppressive, top-down hierarchies in my life, I naturally became involved in the iconoclastic, anti-leader politics of the 1960s. At first I refused to assume or acknowledge my own leadership, trying instead to distribute power equally among members, even when newly arrived. But through painful experiences of holding too high an expectation of others' abilities and their willingness to shoulder responsibility, I finally began to learn the necessity for a balance of hierarchy and democracy.

I recognized that although we all may be theoretically equal in potential, not all of us are at the same level of actually manifesting our potential. This perception avoids burdening people with unrealistic expectations that can cause guilt, anger and resentment if they are not able to live up to them. An obsession with equality can come from a lack of self-worth, as it is a subtle demand for reassurance that we are as good as anyone else. It can also come from a fear of accepting our leadership responsibilities. Overemphasis on equality can lead to a lack of motivation for developing our own potential, as no greater rewards accrue for this, and others tend to view greater abilities with jealously. This can lead to what's often called "the tyranny of the structure-less group," where no one is empowered to take initiative on behalf of the group, and there is an anti-leadership bias leading to stagnation.

On the other hand, as we are all well aware, overemphasis on hierarchy can lead to arrogance and abuse of power, as well as missed opportunities for new creative impulses. The limitations of the leader or leadership group can become the limitations of the entire organization. This can lead to immense frustration, with a continued threat of rebellion or at least passive resistance and subtle sabotage.

Applying a transformational synthesis to this age-old conflict of hierarchy vs. democracy takes the best aspects of hierarchy—love and responsibility (rather than power and dominance)—and the best aspects of democracy— participatory inclusiveness (rather than the lowest common denominator)—and raises them to a transcendent level. The principle of hierarchy acknowledges current abilities, quality and excellence (actualized potential). Authority is matched with skill, energy and ability to take responsibility, The principle of democracy acknowledges future potential and empowers its development. Equal opportunity, political rights, and decision-making power are bestowed on all so that individuals may develop their full potential.
In the synthesis of hierarchy and democracy, as individuals take more responsibility for the good of all, they are then given commensurate authority and power—not the reverse. This approach takes the best of democracy— giving people the maximum freedom to grow and develop —and the best of hierarchy—providing models of the highest expression of what people are striving to become. Democracy provides opportunity and encouragement: Hierarchy recognizes ability and accomplishment. Democracy provides the container to hold and nourish people's development: hierarchy provides the direction to grow into. Democracy values inclusiveness, relationship, listening, compassion. Hierarchy values leadership, purpose, direction, vision, efficiency. Each of us must learn to recognize whom we can serve (recognizing responsibility) and whom we can learn from (developing humility), by recognizing those who are more advanced than we are in a particular area.

When there is a good synthesis of hierarchy and democracy, leaders only accept as much authority as people are willing to give them. Work gets done through inspiring people with vision or purpose, rather than bossing or dominating them. There is an encouragement rather than a suppression of feedback, since good leaders know how to listen and will invest a great deal of energy in developing good relations with all members of the group.

The transformation approach creates "power with" rather than "power over"—a cooperative blend of leadership and empowered equality, where leadership relates to function and "focalizing energy," rather than to personality. Individual learning and responsibility are fostered, as is a sense of team spirit and ownership by all members. The new type of leadership is educative rather than directive. It inspires responsibility rather than creating dependence. Based on the assumption that people already have the potential wisdom and creativity within them, the task of leadership is mainly to encourage and draw this out, helping people develop their skills and sense of self-worth. Organizations and processes are structured so that people are inspired to do things for themselves and others, to make their own decisions, and to take on more responsibility. They are helped to develop self-confidence and a sense of self-worth. Negotiation rather than pure authority is the basis of relationships. As the ancient Chinese sage Lao Tzu said, "Leadership is best when the people say, 'We have done this ourselves!'"

http://www.visionarylead.org/

Have the courage of your convictions; don't mind what the world says; don't try to be popular; do your duty" (Victoria Woodhull, 1871).