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Leadership for an Age of WisdomExternal Influences

Leadership for an Age of Wisdom: External Influences [Leaders do not work in a vacuum. Leaders influence their environmentenvironment and their environment influences their leadershipleadership. Previous chapters have discussed how leaders can influence their environment. However, to ignore how the environment, the external influencesexternal influences, can impress upon a leader’s capacity to be wisdom-led is to invite failure. In Chapter 4, it was pointed out that selfself-deception, impulsiveness, and a lack of self-controlcontrol are the factors that spoil a leader’s attempt to be wisdomwisdom-led. What this chapter now strives to point out is that there are external factors that can cause the very same unsatisfactory outcome. Specifically, this chapter explores the four key environmental influences of performance managementmanagement, visioning, goal setting, and accountabilityaccountability processes in order to achieve two essential outcomes: (1) to highlight how some common practices in each of these four conventions actually lead to deceivingdeceiving, coercingcoercing, or restrainingrestraining leaders’ consciousnessconsciousness and, thus, preventing them from becoming wisdomwisdom-led leaders; (2) to provide an explanation in each case as to how best to continue these conventions in ways that can aid the development of wisdom-led leadershipleadership and, thereby, the outcomes intended.] http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png

Leadership for an Age of WisdomExternal Influences

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/lp/springer-journals/leadership-for-an-age-of-wisdom-external-influences-ND5QJJZP2b
Publisher
Springer Netherlands
Copyright
© Springer Science+Business Media B.V. 2009
ISBN
978-90-481-2995-9
Pages
135 –156
DOI
10.1007/978-90-481-2996-6_9
Publisher site
See Chapter on Publisher Site

Abstract

[Leaders do not work in a vacuum. Leaders influence their environmentenvironment and their environment influences their leadershipleadership. Previous chapters have discussed how leaders can influence their environment. However, to ignore how the environment, the external influencesexternal influences, can impress upon a leader’s capacity to be wisdom-led is to invite failure. In Chapter 4, it was pointed out that selfself-deception, impulsiveness, and a lack of self-controlcontrol are the factors that spoil a leader’s attempt to be wisdomwisdom-led. What this chapter now strives to point out is that there are external factors that can cause the very same unsatisfactory outcome. Specifically, this chapter explores the four key environmental influences of performance managementmanagement, visioning, goal setting, and accountabilityaccountability processes in order to achieve two essential outcomes: (1) to highlight how some common practices in each of these four conventions actually lead to deceivingdeceiving, coercingcoercing, or restrainingrestraining leaders’ consciousnessconsciousness and, thus, preventing them from becoming wisdomwisdom-led leaders; (2) to provide an explanation in each case as to how best to continue these conventions in ways that can aid the development of wisdom-led leadershipleadership and, thereby, the outcomes intended.]

Published: Aug 21, 2009

Keywords: High Authority; Goal Attainment; Shared Vision; Natural Talent; Organization Organisation

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