International Journal of Servant-Leadership
Abstract
There are many emerging models of leadership. Transactional, transformational, command and control, facilitative, situational, contingency, charismatic, servant, relational, strengths-based, values-based, and principled are but a few of them. Many of these models focus on the person who is the leader: the one who is in charge, whom others follow, who holds a certain position in a hierarchy, or who has some sort of influence. The models tend to outline characteristics, behaviors, and attributes of leaders with the focus on individualistic and positional aspects of leadership (Heifetz, 1994; Schall, Ospina, Godsoe, & Dodge, 2004). While this is useful, the focus on the individual as a leader and what needs to be done or learned in order to become an effective leader tempts us to "resort to superficial 'formulas' for how to lead effectively" (Senge, 1999, p. 19). The myth of the hero-leader is subtly reinforced (Badaracco, Jr., 2003; Heifetz, 1994; Nielson, 2004; Senge, 1999; Wilson, 2004 ). In addition, Heifetz maintained that this myth fortifies isolationism, creating an image of "the solitary individual whose heroism and brilliance enable him to lead the way" (1994, p. 251). Badaracco, Jr. (2003) articulated three serious problems with this mental model of leadership.
Recommended Citation
Norum, Karen
(2006)
"Magis Leadership: Toward an Active Ontology of the Heart Through Appreciative Inquiry and Servant-Leadership,"
International Journal of Servant-Leadership: Vol. 2, Article 25.
DOI: 10.33972/ijsl.307
Available at:
https://repository.gonzaga.edu/ijsl/vol2/iss1/25
Copyright Information
Copyright © 2006 The Author(s). All rights reserved