Being a Leader and The Effective Exercise of Leadership: An Ontological Model, Mays School of Business

Erhard, Werner; Jensen, Michael C.; Zaffron, Steve; Granger, Kari L.

doi:10.2139/ssrn.1622671

Cited by 7 publications

(18 citation statements)

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“…Being authentic is being and acting consistent with who you hold yourself out to be for others (to include who you allow others to hold you to be), and who you hold yourself to be for yourself [39,44]. Nietzsche reminds us, "The individual has always had to struggle to keep from being overwhelmed by the tribe.…”

Section: The Foundational Pillars Of Being a Leadermentioning

confidence: 99%

The Being of Leadership

Souba

2011

Philos Ethics Humanit Med

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The ethical foundation of the medical profession, which values service above reward and holds the doctor-patient relationship as inviolable, continues to be challenged by the commercialization of health care. This article contends that a realigned leadership framework - one that distinguishes being a leader as the ontological basis for what leaders know, have, and do - is central to safeguarding medicine's ethical foundation. Four ontological pillars of leadership - awareness, commitment, integrity, and authenticity - are proposed as fundamental elements that anchor this foundation and the basic tenets of professionalism. Ontological leadership is shaped by and accessible through language; what health care leaders create in language "uses" them by providing a point of view (a context) within and from which they orient their conversations, decisions, and conduct such that they are ethically aligned and grounded. This contextual leadership framework exposes for us the limitations imposed by our mental maps, creating new opportunity sets for being and action (previously unavailable) that embody medicine's charter on professionalism. While this leadership methodology contrasts with the conventional results-oriented model where leading is generally equated with a successful clinical practice, a distinguished research program, or a promotion, it is not a replacement for it; indeed, results are essential for performance. Rather, being and action are interrelated and their correlated nature equips leaders with a framework for tackling health care's most complex problems in a manner that preserves medicine's venerable ethical heritage.

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Section: The Foundational Pillars Of Being a Leadermentioning

confidence: 99%

The Being of Leadership

Souba

2011

Philos Ethics Humanit Med

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“…This view of language as a symbolic, referential exchange system is not wrong but it is limited. Rather, language is first and foremost “constitutive” of the human world and thus, is intricately linked to who and how we are ( 6 - 10 ). Constitutive (con´stitutive, emphasis on first syllable) as used here means having the power to establish, create, or make a thing what it is.…”

Section: Language Is Central In Constituting Constructing and Creatmentioning

confidence: 99%

“…The occurring world - the only world we know - is a world that is sometimes constituted in language, and when it is not, it is at least colored and shaped by language, and is invariably accessible through language ( 10 ). Each of us is looking at the world through the lenses of our accumulated contexts and perspectives, which significantly arise in, reside in, and are continuously molded by language.…”

Section: Language Is Central In Constituting Constructing and Creatmentioning

confidence: 99%

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The Language of Discovery

Souba

2011

Disc Collab

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Discovery, as a public attribution, and discovering, the act of conducting research, are experiences that entail “languaging” the unknown. This distinguishing property of language ‐ its ability to bring forth, out of the unspoken realm, new knowledge, original ideas, and novel thinking – is essential to the discovery process. In sharing their ideas and views, scientists create co‐negotiated linguistic distinctions that prompt the revision of established mental maps and the adoption of new ones. While scientific mastery entails command of the conversational domain unique to a specific discipline, there is an emerging conversational domain that must be mastered that goes beyond the language unique to any particular specialty. Mastery of this new conversational domain gives researchers access to their hidden mental maps that limit their ways of thinking about and doing science. The most effective scientists use language to recontextualize their approach to problem‐solving, which triggers new insights (previously unavailable) that result in new discoveries. While language is not a replacement for intuition and other means of knowing, when we try to understand what’s outside of language we have to use language to do so.

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“…Such integration requires an in-depth and holistic understanding of the learning experiences of the students. In response, a few business schools have experimented with and invested in leadership development programs that explicitly require authenticity and character building (e.g., Colby et al, 2011; Erhard, Jensen, & Granger, 2010). Various innovative approaches to undergraduate business education and regular MBA programs have been discussed (e.g., Colby et al, 2011; Petriglieri, Wood, & Petriglieri, 2011); however, few studies have examined the learning experiences of EMBA students.…”

Section: Introductionmentioning

confidence: 99%

In Their Own Eyes and Voices

Han

Liang

2015

Journal of Management Education

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The purpose of this study was to more effectively understand the learning experiences of Executive Master of Business Administration (EMBA) students. We asked 330 EMBA students to draw a graphic representation of their life and reflect on their EMBA experiences. We then applied the Zaltman metaphor elicitation technique to conduct in-depth interviews with 13 EMBA students. By analyzing the visual and narrative data, we documented that the students tended to enter EMBA programs during transitional periods when facing major personal, professional, and self-conceptual challenges. The four most valued outcomes of their EMBA experiences were an analytical framework, a well-connected network, a community to belong to, and a journey of self-discovery and renewal.

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Being a Leader and The Effective Exercise of Leadership: An Ontological Model, Mays School of Business

Cited by 7 publications

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The Being of Leadership

The Being of Leadership

The Language of Discovery

In Their Own Eyes and Voices

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