1 Leadership and Ministry ‘Leadership’ Session 1 - Revd Chris Pemberton Code - TH Graduate Year 2 Date - 21st February 2011

2 Why should anyone be led by you? Rob Goffee Rob Goffee is professor of organisational behaviour at London Business School, where he teaches on the world renowned Senior Executive Programme. His research has covered entrepreneurship, business formation and growth, and managerial careers. Gareth Jones is a Fellow of the Centre for Management Development at London Business School and a visiting professor at INSEAD, Fontainebleau and IE Business School (Instituto de Empresa) in Madrid. Gareth Jones

3 Introduction 18,000,000 articles on leadership in 0.08 secs - over 2,000 books on leadership last year Why are leaders in short supply structures kill it our understanding is blinkered

4 Why are we obsessed with leadership? Plato - leadership male Crisis of belief in the modern world that has roots in rationalism of 18th century - Voltaire 19th century - Freud and Weber 20th century - ‘Trait’ and ‘Style’ theories Recently dominated by ‘Contingency theories’ - situations/context

5 Four qualities They selectively show their weaknesses They rely on intuition to gauge the appropriate timing and course of their actions They manage followers/employees with ‘tough empathy’ They reveal their differences

6 1. They selectively show weaknesses Shows who you are - if perfect at everything there is no need for help Builds solidarity between followers and leaders Offers valuable protection BUT must be done carefully

7 2. They rely on sensing Gauging unexpressed things can risk losing followers beware of projection

8 3. Practice tough empathy CARING but tough - handling ‘social closeness’ and ‘social distance’

9 4. Dare to be different Capitalize on what is unique, strong and different

10 Examples Sir John Harvey Jones - ICI Sir Martin Sorrell - WPP Akio Morita - Sony Greg Dyke - BBC Ken Livingstone - GLC Pete Goss - BT Global Challenge Jesus - GODHEAD

11 DANGER! Some leaders can over differentiate themselves in their determination to express separateness.

12 The desire for authenticity Authentic leaders display a consistency between words and deeds Authentic leadership is the capacity to display coherence Authentic leadership involves ‘comfort with self’

13 Question Which personal differences could form the basis of your leadership capability. As you think this through, focus on differences that have the potential to excite others, are genuinely yours (not copies of someone else) and signify something important in your context? Think too about your personal values and vision for those you are leading.