"The problems organizations face today are far more vexing than the problems they had to address... globalization, intense competitiveness, galloping technology, change/change/change." From the introduction to Maslow on Management by Warren Bennis, Founder of the Leadership Institute and Professor at USC Marshall School of Business
Three Crucial Types of Leadership
There are numerous types, stages, and combinations of leadership, and many people have categorized them in various ways. Each type of leadership embodies certain perspectives, roles, and skills. Quite often, these types of leadership can be learned and depicted in stages or in separate roles, but there are situations when these types of leadership must either work together or blend together within one person.
To provide leaders and organizations with insight about the leadership that they might need to speak with us about, we list below three crucial types of leadership for countries and organizations with specific examples on following web pages.
Visionary Leadership Visionary Leaders see further ahead, and they want their group to rise up to a certain level of success that they can see in the distance. In many ways, Visionary Leadership is like the team leader of a mountain climbing expedition. In their first stage for success, they create new visions of growth or use visions created by other people. They then set new goals for their people. The next challenging stage for success regards their engagement of their people. People may easily see the vision, but these Visionary Leaders must also show the path to a new and/or better way. They must effectively communicate, inspire, and motivate. Their accomplishments in the first stage can only be started if their people value the vision, develop motivation, and actively contribute with constructive mastery for new growth and new success.
The problem for people who have followed their leader is that they often focus on the goal instead of learning success itself. A group of people who achieve but don't learn about success may not be ready for exploration or transformation. A problem for leaders is that these people cannot sustain the success that they either developed or witnessed. All too often, both the children of welfare and the children of wealthy parents squander their resources and resources of the community.
Exploratory Leadership Exploratory leaders seek to lead people to an Exploratory Venture that is difficult for anyone to see clearly. The proposed destination, quest, business, non-profit, scientific experiment, invention, or innovation could bring the greatest profit or good. However, whether the venture is based upon an ultimate goal that essentially involves imagination, creativity, and/or discovery, the ultimate goal is so far beyond in distance or knowledge, methods, obstacles, projections, etc. that many uncertainties exist until the end. Thus, Exploratory Leaders and their people need a certain amount of growth in faith, intimate teamwork, and new mastery beyond what they learned and developed during a period of Visionary Leadership.
Typically, the goals of an Exploratory Venture are ones that no one or only someone has accomplished. This automatically turns off people who only contributed under Visionary Leadership because they could easily look at the mountain to see some stages and Visions fairly clearly. Without mastering success, they are afraid of what they cannot see and regress to the errors of people who think negatively that an endeavor is too impractical and/or unrealistic regardless of its need.
Exploratory Leaders are closer to their people as a captain is to the crew of a ship that is going to explore uncharted waters. The destination, the route, and the outcomes may be vague to both a Exploratory Leader and their crew, but the leader must steer carefully and engage his people more carefully lest they mutiny. In addition to effectively communicating, inspiring, and motivating, they must manage moments of anxiety among their crew. However, their accomplishments can only be started if their people value the vision, maintain motivation, and keep contributing with constructive mastery to thrive. An Exploratory Leader can hire mercenaries to do what his people cannot, and a leader can take a number of his people for the ride, but a leader cannot fit everyone in when people become too passive, contentious, or resistant. Moreover, as new mercenaries and experts join, tensions can mount between the original group and the new group.
Transformative Leadership Exploratory Ventures tend to have many types of complexity, Transformative Leaders must master the more difficult complex situations that become complicated. Visionary Leaders and Exploratory Leaders must turn into Transformative Leaders in a crisis to lead their people to transform their roles and perhaps personalities to survive or profit from a threat.
The amount of psychological stress is highest for both Transformative Leaders and their people. Thus, higher levels of individual and social psychological skills are both necessary. During times of stress, many people value things the wrong way and alter their previously constructive values and relationships dramatically. Under such conditions, frantic people are prone to just jump overboard irrationally or to seemingly save themselves instead of working together to save the ship.
During a serious crisis (e.g. a ship is damaged), the best Transformative Leaders manage stresses and motivate both themselves and their people for the necessary changes that must be learned, made, and sustained. They create a positive perspective encouraging the adoption of new roles, new methods, and new goals while managing serious concerns.
“I suddenly realized that [John Maynard] Keynes and all the brilliant economic students in the room were interested in the behavior of commodities while I was interested in the behavior of people.” Peter Drucker, the Austrian-American founder of modern management, speaking about his epiphany in Cambridge
Improving the Mind for Optimizing Management
Peter Drucker ushered in a new era of business management with his realization; many economists and business leaders were too focused upon impersonal commodities instead of the behavior of leaders and employees. Drucker also spent his time studying business management internationally. In the early 1970s, Drucker wrote earnestly about various aspects of Japanese management that helped propel Japanese businesses. Indeed, the Japanese corporations continued to develop well into the 1980s at which point they soared.
As the founding figure of formal university research of success among psychologists, Abraham Maslow responded to Peter Drucker's earlier books and ideas with a crucial critique in 1962 known as Maslow on Management. Maslow noted that Drucker was largely correct about his observations despite his lack of education and research in psychology. However, Maslow also knew that behind behavior, a person has deeper thoughts that Drucker and business leaders couldn't or didn't see. Throughout his book, Maslow called for more research, and at the end of his book, Maslow proposed for corporations to hire a psychologist to serve as a particular vice president who would help resolve psychological issues while optimizing success and well-being.
Organizational Psychologists are a partial outgrowth of Maslow's recommendation, but they do not complete what Maslow realized and commended. The mind is so complex and people's stresses are so numerous that other psychologists and forms of psychology are necessary. Organizational Psychologists are not trained in Clinical Psychology. Their avoidance of deeper thoughts or other aspects of an individual are indicators that they must be complemented by other experts.
Veritas Global Development supports leaders by providing them and/or their people with deep knowledge and assistance about leadership psychology, personal psychology, and interpersonal psychology.
"To know men is to be wise. To know one's self is to be illuminated." Lao Tzu, Tao Te Ching
The Veritas Solution
People work, create, and flourish together far better if they use their brains and minds more thoroughly and constructively, Veritas Global Development provides the solutions through three ways. (1) E-Veritas Professional is an electronic platform for employees accessible via smart phones, tablets, or computers. After a series of intellectually stimulating classes, employees may be assigned individual help by our tutors, coaches, and mentors. (2) Veritas Global Consulting and Veritas Global Executive Coaching provide similar services listed below.
We show leaders and their people how to apply the latest research findings from neuroscience and psychology.
We assist leaders to inspire and motivate both their people and other leaders who must ally and work together.
We build individual improvement and development of the skills and knowledge necessary.
We analyze and explain what holds many people back from doing what they need to do.
We help leaders and their teams to harmonize, succeed, sustain success, and thrive.
E-VERITAS PROFESSIONAL PLATFORM
On-line classes that can be enhanced by tutoring, coaching, and mentoring.
VERITAS GLOBAL DEVELOPMENT CONSULTING
Expert analysis and strategic guidance for organizations.
VERITAS GLOBAL DEVELOPMENT EXECUTIVE COACHING
Executive Coaching enhanced by science with/out 360 degree reviews.
"... Peter Drucker's management principles seem to be fine. They will work, but only at the top of the hierarchy of human development. They assume ideally... But now we can also ask what would be the proper principles of management for a person who is not satisfied in these various ways? How about people who are fixated at the safety-need level, who feel perpetually afraid, who feel the possibilities of catastrophe... who could not identify with each other, who become suspicious of each other, who hated each other... Clearly, different principles of management would apply to these different kinds of motivational levels." "In this and many other places, Drucker reveals his lack of awareness or knowledge of psychopathology, of evil, weakness, bad impulses, etc. There are many people in the world... for whom Drucker's management principles will simply not work at all." Abraham Maslow, past Presidet of the American Psychology Association, Maslow on Management