Heavy is the head that wears the Crown!
As previously alluded, leadership principles have a tendency to lend themselves to probabilities rather than universal truths. Erving Goffman, an American/Canadian sociologist provides insight into how the female is subordinate to the male, not by natural trait, but more so through objectification and advertising. Why discuss this at this juncture? Simply this, Hartman (1990) contends that a person may learn from many areas, disciplines, manners and effects. Thereby, Goffman provides an interesting aspect of the Ritualization of Subordination that one should be able to draw comparisons between his research and that of leadership. The below link is provided to introduce the reader to this concept. The reader then may take a moment, and from what you have read in this material to date, draw upon your knowledge, imagination, innovation, creativity, and experience to make a comparison.
Wait a moment, first understand the term ritualization according to Google Dictionary and that is “the evolutionary process by which an action or behavior pattern in an animal loses its original function, but is retained for its role on display or other social interaction”.
https://genderdisplays.wordpress.com/theory/
Hopefully, the reader may understand why this author has provided Goffman’s theory for review and comparison. It is important at this point in the text to quickly review leadership traits previously discussed. Then recall a few of the leadership styles provided. Now ask yourself, does a leader require all of the traits all at once, or might it be thought of as individualizing traits for each separate setting or member? A leader does not have time to do that, you say. I submit a leader must take the time and do just that.
Generational differences impact style and trait use. Teachers have found that one method does not fit all. Teaching students to be self-directed is essential today more so than previous generation, and I submit so is coaching.
Personal goal: Improve those in the organization.
Leaders should strive as a personal goal to leave an organization better than when the leader found it. On a personal note and to repeat myself, I have taken over three different situations and none were at the top of their game when I arrived, but were better off when I left. This is not solely attributed to me as much as it is to an attitude; their attitude to make the organization better, and for each to better themselves. Simply put, a leader cannot change the people; a leader can only help them grow.
I have never entered the door of a new leadership role with solutions. I did, however, have a host of questions. What I did bring with me was perspectives from different venues from a differing life experience. I have usually attempted to involve each and every member in the process. Although not always successful in gaining participation of each member, they were at least afforded the opportunity if they chose. [129]
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