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Leadership for an Age of WisdomRelationships

Leadership for an Age of Wisdom: Relationships [One of the great ironies of our contemporary world is that while individualismindividualism has become a hallmark of our society, our organisations desperately depend on its people having the ability to form strong relationships. Now, the onus is upon leadersleaders to carefully nurture and skilfully manage the human resource within the organisation by focussing on such things as relationshipsrelationships, interpersonal skills, psychologicalpsychological commitment, communicationcommunication, empowerment, teamwork, trust, participation, and flexibility. This change to the focus of contemporary leadership raises a crucial question: how are wisdomwisdom-led leaders better able to cope with this new expectation? This chapter addresses this important question by explaining how a leader’s consciousness is intrinsically relational. This chapter leadersrelationshipsadvances the previously described understandingunderstanding of the nature of consciousness so as to emphasise its complete dependence on intersubjectivity. There is something about human consciousness that requires the presence of the “other” as another subject that can acknowledge one’s being. Hence, this chapter clearly describes how the development of a leader’s wisdom through self-reflection inevitably enhances their relational capabilities. It is shown that the development of relationally adept leaders is about nurturing their consciousness rather than providing them with more rationallyrationalism based procedures to follow. Iselfn today’s challenging organisational environmentenvironment in which relationshipsrelationships and interpersonal skills are pivotal, being a successful leader is about being a wisdomwisdom-led leader.] http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png

Leadership for an Age of WisdomRelationships

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/lp/springer-journals/leadership-for-an-age-of-wisdom-relationships-EByKLEK4nC
Publisher
Springer Netherlands
Copyright
© Springer Science+Business Media B.V. 2009
ISBN
978-90-481-2995-9
Pages
101 –114
DOI
10.1007/978-90-481-2996-6_7
Publisher site
See Chapter on Publisher Site

Abstract

[One of the great ironies of our contemporary world is that while individualismindividualism has become a hallmark of our society, our organisations desperately depend on its people having the ability to form strong relationships. Now, the onus is upon leadersleaders to carefully nurture and skilfully manage the human resource within the organisation by focussing on such things as relationshipsrelationships, interpersonal skills, psychologicalpsychological commitment, communicationcommunication, empowerment, teamwork, trust, participation, and flexibility. This change to the focus of contemporary leadership raises a crucial question: how are wisdomwisdom-led leaders better able to cope with this new expectation? This chapter addresses this important question by explaining how a leader’s consciousness is intrinsically relational. This chapter leadersrelationshipsadvances the previously described understandingunderstanding of the nature of consciousness so as to emphasise its complete dependence on intersubjectivity. There is something about human consciousness that requires the presence of the “other” as another subject that can acknowledge one’s being. Hence, this chapter clearly describes how the development of a leader’s wisdom through self-reflection inevitably enhances their relational capabilities. It is shown that the development of relationally adept leaders is about nurturing their consciousness rather than providing them with more rationallyrationalism based procedures to follow. Iselfn today’s challenging organisational environmentenvironment in which relationshipsrelationships and interpersonal skills are pivotal, being a successful leader is about being a wisdomwisdom-led leader.]

Published: Aug 21, 2009

Keywords: Moral Judgement; Transformational Leadership; Interpersonal Skill; Human Consciousness; Personal Motive

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