Contemporary thinking about both leadership and strategy be it the corporate world of legal institutions, focus attention on the knowledge base of the firm and emphasizes the value of creativity and learning in organizations.
However, I wish to emphasize that in the
twenty-first century, management surpasses even this level and will be based
not only on knowledge but on "Knowingness" a comprehensive
consciousness-based model which explores inner realities that touch on
sensitive core values hitherto unexplored.
The transition of management thought towards the
emphasis on continuous learning and leadership at all levels in a learning
organization is a progression beyond organizational processes. In the
latter part of the century, management scholars attempted to identify
the true depository of knowledge in organizations.
Recognizing that organizations are indeed
knowledge-based, they wanted to know how and where in an organization
knowledge actually resides. Historically the answer has been that it
can be found in the databases, files, and accounting systems of the firm,
because knowledge contained there is owned and fully controlled by the
Institution. But a deeper analysis revealed that a company's knowledge lies in
the Human Resources. These apply to all levels of staff. The true depository of
knowledge in the institution is therefore the consciousness of the knower
himself.
Any outside developmental activities devoid of an
inner alteration will only yield short-term results which we can ill afford at this juncture
when every effort is being made towards accelerated development.
Strategies with a narrow focus would then leave
much "Head" knowledge but little or no "Heart" value
shift, thus in the long term leaving the person with an inner sense of
restlessness and emptiness which contributes in no small measure to producing
superficial leaders devoid of substance, highly stressed nervous systems and as
it has been revealed in criminology, the possibility of latent criminal
tendencies activated.
Today everywhere we witness a steady erosion of
values and morals and an immense shortage of leaders of substance. Our
alcohol consumption, drug addiction, prostitution and suicide rates are
leading indicators of our deep inner restlessness and a vacuum within. Vacuous
minds can only produce vacuous thoughts so we witness a bandwagon of leaders
who promote outer show to cover up their rotten inner core.
Organization culture and management style can be a
source of stress. Poor communications and indifferent leadership also create
anxiety.
Lack of competence causes stress too. This may arise
from poor selection practices at the time of recruitment, promotion or
transfer. It may arise because people have been inadequately trained for the
new job. Social and economic events outside the employment relationship
cause stress and need to be considered.
Research has found that the way people are managed
is the biggest influence on employee attitudes. Adoption of enlightened
management practices, (e.g. job design, skills development, involvement,
work environment and culture, and effective occupational health programmes) is
the basis for a positive psychological contract. In turn, a carefully thought-through psychological contract supports organizational commitment and job satisfaction
- which are associated with higher productivity and profitability.
People who feel under excessive pressure are likely
to be working long hours and have a poor psychological contract. Those who
find pressure motivating on the other hand also have high levels of
commitment, this suggests that a positive psychological contract can help
reduce feelings of uncomfortable pressure and help people deal with
circumstances. In turn, this will have a payoff in terms of increased
performance, job satisfaction and enhanced well-being. However, those with a
poor psychological contract who are under continual pressure and working
harder and longer are likely to suffer stress. This will result in increased
sickness absence, job dissatisfaction and quitting the job.
Is
there a way out
Along with various value-added training programmes
that impart knowledge and diverse skills, specific attention should be focused
on the transformation of the leader himself at the deeper level. With that
inner radiance now released he or she will be able to lead a calmer, more
focused life. This would facilitate an inner dialogue and correct any negative
impressions of the past and open the value of inner release. He will think for
himself, develop assertive skills, creativity, higher job satisfaction, and
move away from the IQ trap to EQ and beyond to SQ, the spiritual intelligence.
Then you come across an enlightened leader.
This would also increase the creativity and
interpersonal skills that would contribute enormously to bring about a
society focused on higher values and maintaining unity in diversity, a
sure way of laying a foundation for a culture of inner and outer peace. This
truly would then become transformational leadership. Downplaying this element
and engaging only at the sensory level is bound to fail.
Prof.Lakshman Madurasinghe
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