Roberto Martinez, manager of Everton football club which did very well in the Premier League in the UK this season, says that he always had a vision that the team would play in the European Champions League, for which his team has now qualified. Meanwhile political pundits, and sometimes members of his own party, are critical of the fact that the leader of Her Majesty’s Opposition, Ed Miliband, doesn’t have a sufficiently clear vision. In contrast, President George Bush (père) once said that he didn’t do ‘the vision thang’.
If you search on the terms ‘leadership vision’ in any search engine it will turn up thousands of hits, consultancies, business schools, books, which claim that having leadership vision is probably the most important quality a leader can have. There are any number of proprietary tools, techniques, grids and frameworks for generating such a vision. The idea is now virtually unchallengeable.
How would I square the idea that vision is something an individual leader ‘has’ with some previous posts where I argued that leadership is an improvisational and ensemble performance? If vision really is the exceptional and innate characteristic of an individual leader, then maybe the leaders of banks and corporations really do deserve the fantastic salaries that they command. Is it really the case that some are born with visions, and the rest of us are born to be led by them. Continue reading →
This post sets out some thoughts provoked by my reading Ralph and Chris’ contributions. It is intended to provoke further conversation and act as an invitation to others to make a further comment.
The observations made by them that speaking about management differently can appear to others as though I am not taking ‘the game’ seriously or calling ‘the game’ into question can be seen as ‘anti-management’; that re-thinking the dominant discourse invites us to think of ourselves differently and therefore to question our identities as managers, and to rethink management from within the practice of management, resonate strongly with my own experience in my working life as a nurse manager. Hence, as I challenge many of the theoretical assumptions I had previously made about management, so my practice as a manager shifts because, quite simply, it no longer makes sense to do some of the things I was doing before. To try and explain more clearly what I mean. I shall write a short piece of narrative based on a conversation that struck me as interesting. Reflective narrative is an important component of the research methodology we are developing on the D.Man programme as part of the theory of complex responsive processes of relating. Continue reading →